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The conversion of municipalities into one
previous prevention efforts on
children and youth area
experience collection
Katrine Iversen, Martin Williams Strandby, Alexandrina Schmidt
and Hans Skov Kloppenborg

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The municipalities' conversion to a previous preventive effort on
children and youth area - Experience collection
© VIVE and the authors, 2020
e-ISBN: 978-87-7119-726-6
Model photo: Odilon Dimier (Colourbox)
Project: 301410
VIVE - Knowledge of Welfare
The National Center for Welfare Research and Analysis
Herluf Trolles Gade 11, 1052 Copenhagen K
www.vive.dk
VIVE's publications can be freely cited with clear source information.

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Preface
The reason for this experience is that - as part of the 2016 pool pool agreement,
“Towards a previous preventive and more effective effort” - funds were set aside to support
the country's municipalities in transition to a previous preventive effort on children and young people-
the advice. This led to the establishment of an outgoing counseling team at the National Board of Health and Welfare for this purpose
on providing technical advice to the municipalities regarding the restructuring of the effort. A total of 24
muner received advice during the period 2016-2019.
The following is an accumulation of experience in relation to the 18 municipalities that in spring 2019 had
ended the National Board of Social Services' counseling program. Experience collection should contribute to national social
cialpolitical knowledge of the municipalities' development, results and challenges in connection with the
the laying on of an earlier and more preventative effort. The intention is to uncover and describe
the municipalities' work on redirecting to a previous preventive effort for
put children and young people. In addition, the experience collection must contribute knowledge and inspiration to
municipalities that can support the future work with a previously preventive in-
rate on children and adolescents.
VIVE wishes to thank the 18 municipalities that have contributed to the collection of experience through part-
taking in interview. In addition, a special thank you must be given to the seven municipalities that have provided one
a major contribution in the preparation of the inspiration catalog with eight specific cases
around the work on previous prevention efforts, which are being released in parallel with this experience.
ring collection.
The experience collection is funded by the National Board of Health and Welfare.
Mads Leth Jakobsen
Head of Research and Analysis for VIVE Governance and Management
2019

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Contents
Summary ................................................. ................................................. 6
1
Introduction ................................................. .............................................. 1 0
1.1
Reading Guide ................................................. .......................................... 14
2
Knowledge base for conversion to a previous preventive effort ....... 1 6
3
The concept of conversion to a previous preventive effort ................ 1 8
3.1
The target group for the previous preventive action ................................... 18
3.2
Elements of conversion to a previous preventive action ..................... 19
4
Results of the conversion to a previous preventive effort ............. 2 1
5
Strategic and organizational change ............................................. 2 8
5.1
Political awareness ................................................ .................................... 29
5.2
Continuous control chain ................................................ .............. 31
5.3
Professional management and ownership of the direction - all around ........................ 32
5.4
Incentive structures across departments and administrations .................... 34
5.5
Transparency and follow-up on goals and results ................................ 35
6
Collaboration and Coordination ............................................... .................... 3 7
6.1
Everyday Life Perspective ................................................. ........................... 38
6.2
Resource Oriented and Involved Approach .............................................. 39
6.3
Collaboration across disciplines - a holistic and coordinated one
effort ................................................. .................................................. ...... 40
6.4
Action steps - timely, relevant and systematic action ......................... 42
7
The reorganization in the area of ​​authority ............................................... .... 4 3
7.1
Early entry into cases and potential cases ........................................... ...... 44
7.2
Systematics, close contact and frequent follow-up ........................................... 45
7.3
Knowledge-based choice of efforts and flexible solutions ............................ 46
7.4
The right match ............................................... ............................................ 46
7.5
Multidisciplinary lighting ................................................ ................................... 47
7.6
Close professional leadership and professional sparring in the field of government .................... 48
8
The realignment in the execution area ............................................... ............ 4 9
8.1
Development of early and preventive efforts ........................................... 50
8.2
Systematics and overview of efforts and competences ............................. 51
8.3
Flexible efforts and use of competences ............................................ ... 52
8.4
Reinforcement of Placement in the Family, Network and Care Families .................. 53
8.5
Supporting everyday life through institutional placement ..................... 53
8.6
Continuous assessment of progression in development in relation to the purpose of
the effort ................................................. .................................................. .. 54
9
The change in the general field ............................................... .............. 5 5
9.1
Early Prevention ................................................ ...................................... 56

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9.2
Early tracing ................................................ ........................................... 58
9.3
Supporting everyday life ............................................... ................... 60
9.4
School as a factor of protection ............................................... ...................... 61
10 Transversal overview of the change of counseling municipalities into one
previous prevention efforts ............................................... ................. 6 2
Literature................................................. .................................................. ........ 6 5
Annex 1
Experience Design Survey Design ................................ 6 7
Appendix 2
Key Figures Analysis ................................................. .......................... 70

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Summary
As part of the 2016 pool pool agreement - “Towards a previously preventative and more effective
efforts ”- funds were allocated to support the country's municipalities in redirecting to a former
more preventative action in the children and youth area, both professionally and financially.
On the basis of the Partnership Project, in which Herning, Haderslev and Hvidovre Municipalities work together.
work with the National Board of Health and Welfare developed a concept for the conversion to a previous prevention-
With regard to efforts, an outgoing advisory team was established in the National Board of Social Affairs with a view to
to provide technical advice to the Danish municipalities regarding the restructuring. The purpose of the advisory
These have been to support a strategic and holistic reorientation of in-
the rate towards vulnerable children, adolescents and families as well as supporting the academic elements in
laying.
This report is a collection of experience from 18 of the 24 counseling municipalities' work
redirection to a previous prevention effort. The municipalities themselves have decided how they
have worked with the reorganization and what elements of the reorganization they have worked with. To-
In response, the municipalities themselves have chosen which elements of the changeover to a previous prevention-
about efforts they have sought advice from the National Board of Health and Welfare. There are as part of the initiative
technical advice to the municipalities about the restructuring did not require them to do so
work on all the elements of the transition to a previous preventative effort. of experience
the collection therefore examines which elements of the restructuring the 18 municipalities have
worked with, as well as their concrete experience of working with the individual elements.
The experience collection must contribute with national social policy knowledge about the municipalities' development.
ling, results and challenges. In addition, it must contribute knowledge and inspiration to com-
muner, which can support the future work with a previous preventive effort
in children and adolescents.
The focus of the experience collection has been to investigate:
how the development in the municipalities has progressed and what has been worked on
what has challenged and what continues to challenge
what results the municipalities have achieved.
The experience collection was made on the basis of an interview survey with managers and
rope holders in the 18 advisory municipalities conducted in August and September 2019 as well as one
key figures analysis of 10 key counseling municipalities in the area of ​​vulnerable children and
young people from the period 2016-2019.
The transition to a previous preventive effort is a complex task for the municipalities,
involving both the area of ​​authority, the general area and the area of ​​execution, and assuming-
cooperate closely both internally in the individual areas and across the areas. In inter-
In the view survey, it is examined which elements of the reorganization the individual municipalities
has worked with in each of the areas how the municipalities have worked with
the laying in the areas, what has challenged the municipalities in the reorganization - and what
that continues to challenge - as well as the municipalities' experienced results of the restructuring. key figure
the light examines developments in the municipalities' use of measures (see Appendix 2).

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Results of the municipalities' conversion to a previous preventive effort
The overall ambition of switching to a previous preventative effort is to
support that more children and adolescents experience good conditions for growing up, which entails the well-being,
the health and learning that is needed to get well into adulthood. As part of the experience
the collection, it is examined what results of the conversion to a former preventive
the efforts the municipalities are experiencing. Overall, the accumulation of experience shows that there are indications
on that:
Several municipalities are tracking more children and young people in dissatisfaction at an earlier stage in the pro-
problem development
The children, young people and families receive a more coordinated and holistic approach
effort
There is a stronger focus on preventing placement outside the home.
Tracking more children and adolescents into distrust
Experience collection shows that there are several indications that more municipalities are tracking more
children and adolescents in misery at an earlier stage in the problem development. In several municipalities it is
the experience that people in the general area have become good at identifying dissatisfaction and advancing
social advisers have had the positive impact of making it clearer to the general public,
when to prepare a notification about a child or young person. This is in line with that
the evaluation of the partnership municipalities' reorganization of efforts for vulnerable children and young people
showed that the closer contact between the social workers and the general staff
seems that the social workers have better opportunities to get into the cases early (
Relsen et al., 2018).
A more coordinated and holistic approach
In the experience collection, there are indications that improved collaboration across professional
those in the municipality support the efforts to become more coordinated and holistic.
prepared. Several municipalities in particular emphasize cooperation between the area of ​​authority and the general public.
the area where a better understanding of each other's work is established and where
the men's area experiences greater accessibility in the area of ​​authority. Specifically experience more
of the municipalities, for example, that among the employees there is greater satisfaction with the collaboration across
in the municipalities, several initiatives have emerged regarding collaboration across professional groups and
functions, and that, under a professional framework, greater contact between
workers who work with individual families. The experience of the employees is that there is
established a much better interdisciplinary collaboration and that it creates better well-being for the children, then
the efforts become more holistic. This is in line with the fact that
the lution of the reorganization of partnership municipalities found that there had been a positive development in
cooperation between the field of execution and the area of ​​authority with a greater focus on cross-sectoral
torial cooperation (Socialstyrelsen et al., 2018).
Strengthened focus on prevention of out-of-home placement
In the experience collection, there are several signs that there is a stronger focus on municipalities in the municipalities.
building out-of-home placement. In some of the municipalities, leaders and ropes detail
holders that they experience a decrease in the number of placements. A municipality that has succeeded in
reduce the number of placements, similarly experience a decrease in the number of homes, which
is interpreted as a sign that it is the right children who are placed. Other municipalities are experiencing it
change that the newly placed are especially smaller children and not young, which is attributed to the municipalities

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adjustments in the preventive practice. The key figures analysis further shows that in the 10
coins included in the analysis are indications of an increase in expenditure relative to advisory services.
the municipalities' use of preventive measures (section 11.3 of the Services Act) as well as
in relation to the application of home-based measures. This is in line with the fact that in
the evaluation of the reorganization of efforts for vulnerable children and adolescents in the partnership community;
they found that the total cost and use of preventive measures and home-
based measures had increased (Social Agency et al., 2018).
The municipalities' experience of conversion to a previous preventive effort
The municipalities' work on the conversion to a previous preventive effort has been examined
in the themes: Strategic and organizational, Cooperation and coordination, Authority
the area, the Execution area and the range of offers, and the General area.
In relation to the strategic and organizational level, the accumulation of experience shows that it is under-
supporting the restructuring, that there is political focus and support for the restructuring, for example in form
of investment in the restructuring, that a strategy for the restructuring be developed across the
involved disciplines and that the leaders across the disciplines agree on the reorganization
gene. However, the accumulation of experience also shows that it is difficult to repay any
or investment in the restructuring within the stipulated time frame, which is often short (typically 2-
4 years) and that the development of cross-cutting strategies is challenged by legislation, economics and differences
in the professional perspectives. In addition, the experience is that the changeover requires a continuous and
sustained management focus with clarity on the transformation as a cultural change.
Experience collection on municipalities' work with cross-border cooperation and coordination
shows that interdisciplinary collaboration is a major task that takes time to implement. Derud-
moreover, it is the experience that building interdisciplinary relationships between employees is decisive.
for the collaboration. Experience collection also shows that interdisciplinary cooperation underpins
supports better quality of notifications and the establishment of more individual specialized
efforts, and that the collaboration qualifies the individual competencies of the employees.
The experience of working with the conversion to a previous preventive effort on the mine
The area of ​​expertise shows that the professional managers are important for the implementation of the changeover
employee level. Regulations in the area of ​​government have a positive impact on staff
their motivation, but despite upgrades, several municipalities have failed to
reduce the number of cases to the desired level, eg because an increased focus on detection has led to an increase
in the number of cases. The experience is that a closer follow-up on the cases, as expected, does
enabling the counselors to get closer to the children or young people and to adjust the effort in step
with the development of the child or adolescent. Similarly, the experience of parental involvement
can cause counselors to achieve better contact with families, but to work
compelling in many cases requires skills development of the employees.
In relation to the performance area and the range of offers , the experience accumulation finds that the work with in-
The staircase is important in relation to the inter-disciplinary cooperation within the municipality, as it can
be difficult to cooperate across the municipality if managers and employees do not know,
what efforts can be offered. In addition, the experience is that some municipalities - despite
work on the development of previous preventive interventions - continues to experience lack of interventions
for specific audiences. In some municipalities, the experience is that it is more possible
to work towards certain types of placement in new placement cases than in cases where
the children or young people are already placed.

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The experience of the restructuring in the public domain is that it is central to involve the general public.
early in the reshuffle to support ownership of the reshuffle and to clarify important-
the role of the public domain in relation to early detection. In addition, it makes a positive difference,
if the reshaping is jointly anchored across the general area and the specialized area.
Furthermore, the experience gained shows that a broad involvement of the general area in the work involves
The reorganization is made more difficult by the fact that the staff group in the general area is very large.
The collaboration with the general area also involves several management teams, employee groups,
budgets and priorities, and therefore require a lot of resources and sustained management
kus.

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1. Introduction
As part of the 2016 pool pool agreement - “Towards a previously preventative and more effective
efforts ”- funds were allocated to support the country's municipalities in redirecting to a former
more preventative action in the children and youth area, both professionally and financially.
Many Danish municipalities have in recent years worked on a fundamental restructuring of
efforts for children and young people in vulnerable positions towards early preventative action.
Research in the field indicates that investing in better prevention is worthwhile
Early action for children and adolescents in vulnerable positions can prevent problems from growing
larger, and that in the longer term negative consequences occur (Heckman, 2012).
The change in a number of Danish municipalities has been supported by both the Partnership Program
the hunt - where Herning, Haderslev and Hvidovre municipalities cooperate with the National Board of Health and Welfare
developed a concept for the transformation - and of the partnership project reference network, where
22 municipalities have focused on shared knowledge sharing and professional development in connection with the reorganization.
to a previous preventative effort.
Against this background, an outgoing counseling team was established at the National Board of Health and Welfare for this purpose
on providing technical advice to the municipalities on redirection to a former preventive
effort. The purpose of the counseling programs has been to support a strategic and holistic approach.
oriented restructuring of the effort as well as supporting the academic elements of the restructuring. IN
In total, 24 municipalities received advice from the National Board of Health and Welfare's advisory team during the period
From 2016 to 2019.
Figure 1.1
Municipalities that have collaborated with the National Board of Health and Welfare on converting them to a former
more preventative action
The transition to a previous preventive effort is a complex task for the municipalities,
in that there is a need both to deal with the area of ​​government, the general area and
and ensure close cooperation both internally and individually
of the areas.
partnership project
3 municipalities
Advice and joint
concept development
for the rescheduling
partnership project
reference networks
22 municipalities
Shared knowledge sharing and
professional development
in connection with
restructuring
Consulting Municipalities
24 municipalities
Advice on
switching to one
previously preventive
effort

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Figure 1.2 illustrates the areas involved in the municipalities' conversion to a previous prevention-
ongoing efforts.
In the process of restructuring efforts to be previously preventive and more effective,
one of the key players. A preventive practice by social workers on
the area of ​​authority is, among other things, about getting involved early in the problem development and about
to think about prevention in all stages of the case.
In addition, an important element of the restructuring is that the municipality can be used
the right action at the right time for a child / young person and family. The field of execution is therefore central
tragically, as it requires a broad and competent range of efforts 1 and competencies that under-
supports the framework of everyday life and the development of the child / young person and ensures the possibility of learning
gang adjustment of effort.
The general area includes the municipality's offer for all children and young people. That is, both health
nursing, day care and daycare, dental, schools, PPR, UU, SSP and collaboration with youth
education and club offers. This is the general area to which the majority of children and young people are affiliated.
This is where they should thrive in everyday life. The public domain therefore has an important role to play in:
support and maintain the everyday life perspective of children and adolescents in vulnerable positions.
Collaboration and coordination are essential because it requires common practice to set earlier
with the right effort. It requires a close interaction between the public domain,
the area and the performing area. If municipalities are to succeed in restructuring efforts
for children and adolescents in vulnerable positions to be previously preventive, this implies
mentoring a common approach and mindset across professional groups, referred to as preventative
mindset. The ambition of a previous preventive effort is first and foremost a common goal.
reads the practice, which is characterized by earlier efforts with the right effort. That
requires close interaction between the public domain, authority and performs both early and systemically
frequent detection, specialized efforts that support the connection with everyday life, frequent
follow-up on initiatives and close contact with children / young people and families.
Figure 1.2
Involved areas for redirection to a previous preventive effort
1
An effort is an action. An effort entails that resources are used for a limited period of time in order to
achieve a result. A bet can be composed of several offers and services from different offers.
Authority
performs
Cooperation
and
coordination
Public
Follow up
tracing
everyday Life

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VIVE's evaluation of the Swedish model in Herning and the National Board of Health and Welfare's evaluation of change-
for example, the three partnership municipalities show that the change does not come by itself (Pe-
dersen & Kloppenborg, 2017; Social Agency, et al., 2018). Most often, a joint has to be created
mindset, new workflows are established, new tools are implemented and development of
the range of budgets, and often needs to be invested in the area of ​​authority.
This report is a compilation of experience from 18 of the work of a total of 24 counseling municipalities
with redirection to a previous preventative effort. The 18 municipalities are selected because the council-
the donation programs in these municipalities are all completed by the end of the first quarter of 2019 and
thus completed by the experience accumulation. The counseling courses in the remaining
The remaining six municipalities are not expected to be completed until the fourth quarter of 2019
contribute with national social policy knowledge about municipalities' development, results and challenges-
GER. In addition, it must contribute knowledge and inspiration to municipalities that can support
the future work with a previous preventive effort in the children and adolescents area.
Up to half of the country's municipalities have to some extent collaborated with the Social
the rule of restructuring into a previous preventive effort in the children and adolescents area. On it
In the background, it is the experience of the National Board of Health and Welfare that the municipalities' work on the change and
translating the conversion into a local context causes some significant attention-
Rights points. First, the translation depends on the restructuring concept for the individual
municipality of municipality-specific conditions. Second, there are differences between which elements of
the change the municipalities are working on. What some municipalities have primarily focused on
conversion to a previous preventive effort in the area of ​​government, for example, other municipalities
works extensively with the reorganization in both the government, execution and general areas. To-
similarly, there is a difference between the municipalities' opportunities for financial investment in the early
preventive action. Therefore, the transition to a previous preventive effort can be put into practice
come to terms differently.
The 18 counseling municipalities themselves have decided how they have worked on the changeover, and
what elements of the restructuring they have been working on. Similarly, the municipalities themselves have chosen,
which elements of the transition to a previous preventative effort they have sought counseling
from the National Board of Health and Welfare. This is part of the initiative for professional advice to the municipalities
the restructuring did not require that they have to work with all the elements of
the transition to a previous preventative effort. Therefore, the experience collection examines,
what elements of the restructuring the 18 municipalities have been working on, as well as their concrete
perks of working with the individual sub-elements.
The purpose of the experience collection is to uncover and describe the status of the advisory committee.
the work of restructuring into a previously preventive effort for children and young people in vulnerable areas
positions. Overall, the purpose of the experience collection is to reflect the breadth and the
different levels at which the individual municipalities have worked, and the intention has therefore been
to research:
how the development in the municipalities has progressed and what has been worked on
what has challenged and what continues to challenge
what results the municipalities have achieved.
The data sources for the experience collection consist of desk research and telephone interview with a manager
and a co-ordinator in each municipality, while the data source in the key figures analysis is municipal key figures.
The interview survey and key performance analysis are briefly presented below, while the experience
the overall survey design of the collection is presented in Appendix 1.

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Box 1.1 Special conditions in the interview study
The interview survey relates to a total of 18 counseling municipalities 2 . There is a great deal of variation in the ele-
in the reorganization the municipalities have chosen to work with, just as the municipalities have a lot of
different starting points and different frameworks and opportunities for work on the restructuring. As
as a result, the interview study is intended to reflect the breadth and the different
venues that the individual municipalities have worked on. The primary source of data in the experience collection
is a telephone interview with a manager and a rope holder in each of the municipalities, and the informants represent
mainly the specialized area. The data base is thus primarily based on it
specialized areas' experiences and experiences with the conversion to a former preventive
efforts in the municipalities and reproduces the manager's and the rector's assessment and experience of how they
have worked on the reorganization and what elements of the reorganization concept they have worked
with. The interviews with the municipal representatives thus contribute with key perspectives
on the rescheduling of those who have had overall responsibility for the implementation of the rescheduling.
gene in the municipalities.
The experience collection does not investigate causal relationships between the work of restructuring and
preventive efforts and the results experienced in the municipalities, and it is therefore not possible to
document whether the results experienced are due to the work on the restructuring or, for example, changes in
contextual matters in the municipality. Due to the large variation in which elements of the rearrangement
gen municipalities have chosen to work with and the municipalities' different starting points, framework
and opportunities for the work on the restructuring, based on the data collected,
you cannot derive concrete connections between the municipalities' work with the individual
elements of the rescheduling and experience of certain successes or challenges.
2
The following 18 municipalities are included in the interview survey: Allerød, Assens, Billund, Bornholm, Egedal, Favrskov, Frede-
Riksberg, Gentofte, Høje Taastrup, Hørsholm, Ishøj, Kerteminde, Lemvig, Langeland, Silkeborg, Tønder, Aabenraa and
Aalborg Municipalities.

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Box 1.2 Special conditions in the key figures analysis
The key figures analysis relates to a total of 10 counseling municipalities which have reported data to the National Board of Health and Welfare.
s key figures catalog 3. It is important to note that the development trends in these 10
municipalities are not necessarily the same as in the remaining counseling municipalities that are re-
stand for the accumulation of experience. In addition, data from all 10 municipalities are not included in the data.
available data throughout the period considered 4. In addition to measure data from key ratios,
the reports used data on the municipalities' expenditure on the specialized children and youth area.
This data is derived from the Stage of Expenditure Model 5.
The results of the key figures analysis can give indications as to whether the measures of the counseling authorities-
composition changes in the expected directions as a result of the changeover to a time-
more preventative and more effective efforts. However, it should be emphasized that the key figures analysis is one
purely descriptive analysis, which determines how many children and young people have received different
bets. Thus, the key figures analysis only provides a limited opportunity to illuminate the annual
preferably for the development that the inventories show, and the results cannot be interpreted as causal
effects of the municipalities' conversion to a previous preventive effort.
The report is supplemented by an independent catalog of inspiration, which describes eight specific ex-
examples of municipal experiences with the reorganization within the various thematic areas-
there. Examples of the inspiration catalog are selected from seven different municipalities.
1.1
reading guide
Chapter 2 presents the knowledge base for the reorganization, including both the general research and
knowledge and the key elements that have inspired the change in the 18
mouths and this collection of experience.
In Chapter 3, the concept of the reorganization is presented to a previous preventative effort, here-
under the elements of the rearrangement
Chapter 4 presents the municipalities' overall results of conversion to an earlier one
preventive efforts, including the results of the key figures analysis.
Chapter 5 describes the municipalities' experience of the change in the strategic and organizational
satorial level.
Chapter 6 describes the municipalities' experiences of the change in relation to cooperation and
coordination.
In chapter 7 describes the municipalities' experience with the change of authority.
Chapter 8 describes the municipalities' experiences with the restructuring in the field of execution.
3
The following 10 advisory municipalities are included in the key figures analysis: Hjørring, Favrskov, Assens, Billund, Egedal, Kerteminde,
Langeland, Gentofte, Vordingborg and Fredericia Municipalities.
4
For example, the calculation of the average counseling municipality's number of institutional posts per 1,000 0-17 year olds
inhabitants in March 2016 based on data on seven municipalities, while for March 2017 it is based on data on 10 municipalities.
NER.
5
You can read more about and download the model on the National Board of Health and Welfare's website: https://socialstyrelsen.dk/tvaergaende-
areas / social agency's knowledge / action stairs-1 / effort stairway cost model.

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In chapter 9 describes the municipalities' experiences with the restructuring in the general area.
Chapter 10 presents a cross-sectional overview of the change of counseling municipalities to
a previous preventative effort.
Appendix 1 contains a description of the experience design study design.
Appendix 2 contains the overall key figures analysis.

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2 Knowledge base for conversion to a previous one
preventive action
The transition to a previously preventative and more effective effort is inspired and supported-
of research in the field. Research from Heckman points out that the earlier that intervenes, Dec
greater is the yield compared to ensuring a positive development for children in vulnerable positions (Heckman,
2012).
In addition, research indicates that long institutional placements have no better effect than
short-lived (Andreassen, 2003). According to Andreassen, the biggest change in the
cut in the first six months of an institutional placement. At the same time, a comprehensive
rature study of research in the field that the environment, including family and network involvement
work is crucial to the effect of an institutional placement (Ibid.).
Other research from VIVE shows that placed children outperform non-placed children
virtually all measured parameters (school performance, health, well-being) (Egelund, 2006, 2009, 2010a,
2010b, 2011; Ottesen, 2015; Lausten & Jørgensen, 2017; Andersen et al., 2013). Planted
children are much more likely to become short-educated or unskilled adults. Especially children who
has been placed late and where the placement has not been stable is in an exposed position.
Generations are generally stable, and genera have stronger networks and fewer psyches.
chic problems than children and adolescents placed in traditional foster families. Children and young people living
in foster families, are more often happier for their place of placement than children and adolescents
institutions and places of residence. The family care-placed children also feel more supported
and loved, and they more often feel that the place of placement is safe, harmonious and homely.
However, children and adolescents placed in institutions have more and more challenges than children there
placed in foster care. At the same time, there is a tendency to attract young people who are placed
for the first time in their teenage years, in institution-like forms or in their own room. You can
Therefore, not only from the well-being of placed children and adolescents conclude that family care is one
better upbringing framework for placed children than institution.
Swedish research also points out that the greatest protection factor for children and adolescents in
long-term development of set positions is to do well in school and get an education (Wine-
nerljung, 2011). At the same time, we see that placed / vulnerable children typically perform poorly in school
compared to other children with the same endowment. Against this background, it is also central
in the reshaping mindset that children and young people must be taught and supported in their schooling,
no matter what effort they receive.
The above research and experiences from municipal practice in Sweden inspired among other things
In 2013, the Municipality of Herning initiated a restructuring of their practice in a pilot project.
Subsequently, the National Board of Health and Welfare entered into a partnership with Haderslev, Herning and Hvidovre Kom-
muner in order to develop a concept for the municipal conversion to an earlier one
preventive and more effective efforts for children and young people in vulnerable positions. VIVE's midway
and final evaluation of the pilot project in Herning Municipality shows that:
Fewer children are placed in institutions and more in foster families, while at home
based efforts are more widely used.
Fewer children are placed.
There are several follow-ups on the placement area, which is seen by a clear increase in
the number of follow-ups within the meaning of the Service Act - ie. follow-ups where carried out

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child talk and where the action plan is followed up. Approx. twice as often
up as the minimum requirement of the law.
At the same time, there is a lower proportion of breakdowns in pleadings and a lower number of complaints
over the case processing.
The National Board of Health and Welfare's evaluation of the partnership project with Herning, Haderslev and Hvidovre
Municipalities show, among other things, that:
It is the experience of the three municipalities that it requires a long-term focus and close professional
management to incorporate the concept's preventative approach into the organization.
Collaboration between caseworker and, for example, teachers, educators and nurses
supports the detection and implementation of coordinated efforts earlier in problem-
the development.
To a greater extent, preventive measures have previously been implemented in accordance with the Services Act
§ 11.3.
At the same time, there has been an increase in the share of home-based efforts and in Herning
and Hvidovre Municipality a decrease in institutional placements.
The use of Section 11.3 procedures under the Service Act seems to prevent further problem-
winding, with only a small proportion of the courses being followed by a pedagogical un-
investigation and more interventional measures.
The development of the expenditure of the three municipalities in the specialized social area is consis- tent.
stent with this change in the pattern of measures. Here's a shift in spending
the distribution, so that larger proportions now go to the preventive § 11.3 process after ser-
Deputy Act and home-based measures, while smaller shares go to institutional-
placements.
VIVE's study of Swedish practice shows that the reason for succeeding is to achieve fewer
long institutional placements and several efforts close to the child's everyday life, among other things
can be found in a more systematic preventive approach to cross-authority litigation.
and the general area (Mathiasen et al., 2011; Mathiasen et al., 2010; Mathiasen et al., 2012).
The Swedish approach in this area is supported by the National Board of Health and Welfare's experiences of cooperation
with both the partnership and reference municipalities and in the Task Force. Social-
the board's task force in the field of children also points to the need to strengthen co-operation.
the link between the efforts of the authorities and the public domain to be able to set
earlier and more holistic in (Social Agency, 2018). Similarly, VIVE's sub-
searching the municipalities' challenges in the specialized children and youth area,
the munes themselves consider that precisely coherence and coordination across the social sphere and
the public sector is one of their biggest challenges (Iversen, 2019).
Knowledge in the field and the many experiences together emphasize the importance of working
early and preventative in the municipalities' work with children and young people in vulnerable positions. Desu-
it attributes both knowledge and experience that the prerequisite for working with this approach is
a common strategic focus as well as an organizational and holistic approach across
authority, the performing field and the general area.

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3 The concept of conversion to an earlier one
preventive action
Based on knowledge from research and concrete practice experience, the National Board of Health and Welfare has
work with the partnership municipalities Haderslev, Herning and Hvidovre prepared concept-
the description "Strategic framework and professional direction for a previous preventive effort". Reason-
Basically, the professional concept is about putting in the past with qualified efforts,
which supports the development of the child or the young person and their connection to everyday life. The overall
down ambition to change to a previous preventative effort is to create a better one
joint efforts for children and young people in vulnerable positions and their families. In the professional concept
The staircase is included as a graphic illustration of how interventions and measures are involved
is in relation to the child or young person's ability to maintain a normal everyday life
(see Figure 3.1) .
Figure 3.1
effort stairs
Note: The action staircase outlines the various steps that preventive action can be taken - this from the very
early action in the general area at the bottom steps to the most interventional measures at the top. It can
partly used as a working tool in the form of a visual overview of the municipality's offerings and partly as an illustration of it
previous prevention efforts and the desired direction of development.
Source: Strategic framework and professional direction, National Board of Health and Welfare, 2018.
3.1
The target group for the previous preventative action
The target group for the conversion to a previous preventative effort is children and young people who are in
socially vulnerable positions or are at risk of getting it. With the preventive aim, it will
both mean children and adolescents who need special support, and children and adolescents who are at risk

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to develop special support needs, as well as their family and networks. The former preventive
efforts relate to primary, secondary and tertiary prevention.
Primary prevention aims to prevent social problems from arising and concerns those children
and young people who are not at risk of getting into vulnerable positions and probably will not.
For these, primary prevention in the collective services is therefore sufficient.
Secondary prevention aims to detect and limit social problems and risk factors.
are at the earliest possible and are targeting those children and young people who are mostly unknown in it
social system, but is at risk of getting into vulnerable positions. It is children and young people who have
need help and support in order to prevent, for example, a course of action
necessary.
Tertiary prevention aims to limit relapse as well as prevent development and exacerbation.
ring of social problems and target children and adolescents who are in vulnerable positions and have one
identified need for special support. They often have a case in the social system and receive
measure. Here, preventive work involves supporting positive development with one
ordinary everyday life and well-functioning children's / young people to prevent a negative spiral by
a situation that escalates.
3.2
Elements of switching to a previous preventative effort
The concept of switching to a previous preventative effort places both demands on management and
management across the municipal organization, the organization of the municipal administration-
departments and departments, the social sciences and the anchoring of the change in a supporting coal-
trip. Overall, this indicates that rescheduling is a complex task. The purpose of “Stra-
technical framework & Professional direction for redirection to a previous preventive effort ” is to inspect
and support municipalities that want to redefine their efforts for children and young people in education.
set positions to be previously preventive and more effective. The concept description
writes the elements of the transition to a previous preventive effort for children and young people in
exposed positions within five themes and formed the starting point for the National Board of Health
granting municipalities in connection with redirection to a previous preventive effort in peri-
oden 2016-2019. VIVE's experience gathering of 18 consultancy municipalities for a period of time
even more preventative efforts are based on the elements of the strategic framework and the professional
direction. The analyzes are therefore structured according to the five themes Strategic and organizational,
Collaboration and coordination, the Authority area, the Executing area and the range of offers, as well as
menområdet. The following Figure 3.2 gives an overview of the elements of the concept of restructuring
to a previous preventative effort within each of the five themes. The experiences of the municipalities
with the conversion to a previous preventive effort in relation to the elements of the concept
unfold in separate chapters for each of the five thematic areas (chapters 5-9).

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20
Figure 3.2
Elements of switching to a previous preventative effort
Note: The offer range covers the services and services that a municipality has for children, young people and families in need of support.
and help.
Source: Strategic framework and professional direction, National Board of Health and Welfare, 2018.
Strategic and
organizational
Political
awareness
Together-
hanging
management chain
Professional management
and ownership
to the direction
- all the way
round
incentive
structures on
across
transparent
tightness and
follow up
on goals and
results
Collaboration and
coordination
Hverdagslivs-
perspective
resource
oriented and
participatory
approach
Cooperation
across
disciplines -
a holistic
oriented and
coordinated
effort
effort stairs
- in a timely manner,
relevant and
systematic
effort
Authoritative
the area
Early entrance
in cases and
potential
cases
systematics,
close contact
and frequent
follow up
knowledge
based choices
of stakes
and flexible
solutions
That's right
match
multidisciplinary
lighting
Close professional
management and
sparring
Udfører-
the area and
deals range
Development of
early and
preventive
bets
Systematics and
overview of
bets and
skills
flexible
bets
and use of
skills
Reinforcement
of affirmative
looking at relatives,
network and
foster families
Support
of everyday
life knows
institution-
placements
continuous
evaluation of
progression i
Development in
relative to goals
with the effort
Public-
the area
Early
prevention
Early
tracing
sup-
count of
everyday life
School like
protective
factor

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21
4 Results of the conversion to a previous one
preventive action
In the National Board of Health and Welfare's publication “Strategic framework & Professional direction for conversion to an earlier one
preventive action ” describes the overall ambition of the conversion to an earlier one
preventive action. The purpose of the restructuring is to support more children and young people
experience good conditions for growing up, which entails the well-being, health and learning needed
to tap into adulthood. Overall, the reorganization of efforts must result
the achievement of seven sub-goals (see Figure 4.1) .
Figure 4.1
Interim targets for conversion to a previous preventive effort
Source: Strategic framework and professional direction, National Board of Health and Welfare, 2018.
As part of the accumulation of experience, it has been investigated which results of the conversion to one
previous preventive efforts the municipalities are experiencing. The results are both examined via one
analysis of a number of key figures from the National Board of Health and Welfare's key figures catalog related to the restructuring
and knowledge of the results of the rescheduling from the interviews with the managers and pro-
the headmen / ropes holders in the municipalities. Below is presented the experienced results of the municipalities.
tater uncovered through the interviews as well as the results of the key figures analysis for each of the seven
partial targets for the conversion.
1. More children and adolescents in vulnerable positions are detected at an early stage in problem development
2. Several children and young people in vulnerable positions receive active efforts earlier in the problem development
3. More efforts for children and young people in vulnerable positions focus on strengthening resources and
family and network coping skills
4. More children and young people in vulnerable positions are given the opportunity for an ordinary everyday life
5. Strengthened focus on prevention of out-of-home placement
6. Changed placement pattern towards higher proportion of placements in foster families
necessary support as well as focus on short-term courses with targeted and treating aims
placement in institutions and places of residence
7. More children and young people in disadvantaged positions are supported in schooling / education and learning is secured
formation.

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Box 4.1 Data sources to elucidate the results of the conversion to a previous preventative
effort
The interview survey:
The interview survey was conducted in 18 counseling municipalities where telephone calls were made.
terview with a leader and a rope keeper in each of the municipalities respectively. It varies how long
the municipalities that are the subject of the experience collection have worked on the restructuring, and the
In the interviews, the Muns generally indicate that many of the ambitions of the reorganization
has not yet been fulfilled. This is reflected in the municipalities' experienced results within the sub-targets
highlighted through the interviews, and therefore it is primarily about experienced changes in the municipalities
as indications that the development is moving in the right direction in relation to the achievement of the sub-goals.
Key figures analysis:
The key figures analysis was conducted on the basis of selected key figures from 10 advisory municipalities. That
partly concerns key figures for the number of children and adolescents receiving measures on the various
equal level of action steps, and partly the development of municipalities' expenditure on the area. The results contribute
to illustrate whether the use of various measures in the counseling municipalities has developed in line
with the ambition to bring vulnerable children and young people down the stairs and so close to a nor-
painted everyday life as possible. The full version of the key figures analysis can be found in Appendix 2 .
Sub-objective 1: More children and adolescents in vulnerable positions are detected at an early stage in problem solving.
winding
Based on the interviews, there are indications that several of the municipalities are tracking more children
and young people in distrust at an earlier stage in problem development. Some municipalities find that
that the general area, especially the day services, have started to work systematically
early detection means that you are previously acquainted with children in misery. The experience is that one
detect more children and spot them earlier.
Some municipalities follow the trend in the number of notifications as an indication of whether it
early detection works - even though more or less notifications are not one-
clearly positive or negative in itself. In some municipalities there has been a decrease in the number
notifications. Conversely, in other municipalities, the number of notifications is increasing.
get, and a single municipality experiences not getting fewer notifications, but getting fewer re-
directions, which is seen as a sign that it is the right children to be notified.
In several municipalities, managers and ropes hold that they feel that the general area has become
good at identifying dissatisfaction. Similarly, it is felt that the advanced social workers,
which some municipalities have chosen to introduce as part of the conversion to a previous prevention-
efforts have had the positive impact that it has become more apparent to the general public,
when to notify. This is in line with the evaluation of the partnership municipalities
reordering efforts for vulnerable children and adolescents showed that the closer contact between social and
the advisors and employees in the general area make the social advisers better able to
honors to get into the cases early (Social Agency et al., 2018).
Another sign that the municipalities are tracking the children in the past is that leaders and ropes holders in
the interviews with the individual municipalities set out to experience a change in their use of
building efforts under section 11. of the Services Act In one municipality you can see in the budget that there
more money is spent on preventative efforts and fewer on placement. This is supported by,
that the key figures analysis for some of the counseling municipalities shows an increase in expenditure on services.
building measures in accordance with section 11.3 of the Service Act. This is also in line with the fact that in

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the evaluation of the reorganization in the partner municipalities found that there had been a shift
in the distribution of expenses, so that a larger proportion of the expenditure is used for preventive § 11.3-
course according to the Services Act (Socialstyrelsen et al., 2018). In another municipality you find that
there has been a significant increase in the cost of Section 11 efforts, while only a minimal has occurred
change in the cost of the intervention measures, including placement (see also Objective 6).
Sub-objective 2: More children and young people in vulnerable positions receive active efforts earlier in pro-
problem development
On the basis of the interviews with the municipal leaders and ropes holders can not be drawn
fixed conclusions on whether the municipalities have succeeded as a result of the restructuring
ensure that more children and young people receive an active contribution earlier in the problem development. On
However, across the municipalities there are various indications that a development has occurred
enables past efforts.
First, it is the experience in several municipalities that the quality of the case management has become
better. Some municipalities are experiencing - for example via workflow descriptions - that they have become better at
assess when a pediatric study should be prepared and when a given pro-
Blistering can be solved with a preventive effort in accordance with Section 11.3 of the Service Act. More commu-
There is also the feeling that the professional advisers' professionalism has been strengthened. The experience is that advice-
the donors have become professionally proud and that in some places it has become attractive to work in a com-
mune, which works early prevention, because you as a counselor are given the opportunity to a higher degree
to work professionally. In many places it is the experience that the upgrading in the field of government
has meant that counselors no longer only focus on acute cases but can now deal with them
specific problems before they become acute.
Secondly, several municipalities are experiencing the transition to a previous preventive effort
has had a positive impact on the citizens' encounter with the municipal system. Some municipalities
feels that citizens are satisfied with the cooperation with the caseworkers,
and that parents experience accessibility and smoother activity. Several municipalities state that
they have not investigated the civic experience, and therefore you do not know if the families and children in
more experienced in getting the right help. In one municipality, people have chosen to work systematically
with Feedback Informed Treatment (FIT) 6 , which provides concrete data on the citizens' experience
of the impact of the effort. In this municipality, therefore, you have specific knowledge that you both
the assessments of citizens, partners and parents are high in the assessment of pro-
progression.
At the export level, it is felt that there is greater flexibility in the organization of efforts
significance for whether citizens feel welcomed and helped. That some of the preventative
efforts to a lesser extent are framed and detailed controlled, means that the professional can adapt-
put in a flexible effort that works.
In some municipalities you also find that you get hold of some families other than those you
previously managed to work with, including the more closed families. For example, tell
a municipality that new perspectives in working with families have led to success
with efforts in some really bad families, where the collaboration has been hard-fought in the past.
knot.
6
Feedback Informed Treatment (FIT) is an evidence-based dialogue and evaluation tool developed specifically for pro-
professional therapists and can be applied to all courses of treatment.

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Sub-objective 3: More efforts for children and young people in vulnerable positions focus on strengthening resources-
cer and coping skills of family and networks
Based on the interviews, it is not documented that more efforts for children and young people in
vulnerable positions focus on strengthening the resources and coping skills of families and networks.
However, one indication that a movement is moving in the right direction relative to the target is that
several municipalities state that they have become more aware of the increased involvement
the citizen's perspective in the case management and that another focus has come to support
families. Some municipalities feel that changes have occurred - not just to the extent of
contact with the citizen, but also in relation to the nature of the contact. Up-
living is more likely to be in dignified cooperation with families,
and that there has been a change in the counselors' mindset, where they are more
sourcing perspective and has a greater focus on involving the citizens' networks. Another indication
on a greater focus on the network around the children, young people and families is that key figures analysis-
late shows increased use of placing children and adolescents in network care.
Sub-objective 4: More children and young people in vulnerable positions are given the opportunity for an ordinary everyday life
Based on the interviews, it cannot be concluded that more children and young people in vulnerable positions
people are given the opportunity for an ordinary everyday life. By contrast, there are indications that an improved
collaboration across the disciplines in the municipality supports the efforts to be more
coordinated and holistic, which is a prerequisite for children and young people who
takes a special effort while at the same time having an opportunity for a normal everyday life.
Specifically, some municipalities feel that there is greater satisfaction with the collaboration across
municipalities. First, several municipalities find that as a result of the conversion to one
previous preventive efforts have resulted in several initiatives working together across one another
of professional groups, and that collaboration across functions and departments has become stronger. Up-
the living is that the silo thinking between the administrations has been broken down and that arose
several informal and formal talks interdisciplinary. Under a professional framework, there is greater con-
pace between the employees working with the individual families.
In particular, the improvement in cooperation between the general area and the public sector is highlighted
in several municipalities. The experience is that the general area - especially the schools - has increased
satisfied with the cooperation with the authority and achieved greater clarity on what the min-
the dichotomy can offer. The schools' experience is that they can get through to the authorities-
and that their inquiries are taken seriously. Conversely, the authorities experience
the area that the general area has gained a much better understanding of what work is being done
once in the area of ​​authority when a notification is sent or when drafting
a pedagogical study.
Another experience is that citizens receive a more coordinated effort. Several municipalities
expresses that they receive fewer complaints, including specifically complaints about one hand
don't know what the other is doing. According to several municipalities, there has been a change in the cooperation
between authority and performs around the families where the experience of the employees is that
a much better interdisciplinary collaboration has been established and it creates better job satisfaction for
nene, as the stakes become more holistic. This is consistent with that
it was found in the evaluation of the reorganization of the partnership municipalities that a positive one had occurred
development in the cooperation between the performing area and the authority area with a greater focus on
cross-sectoral cooperation and the transposition of the principle of everyday life perspective
Relsen et al., 2018). However, some municipalities may continue to find it difficult to work
interdisciplinary.

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Sub-objective 5: Strengthened focus on prevention of placement outside the home
The key figures analysis shows that there are indications of a stronger focus on prevention of
outside the home in the 10 municipalities included in the analysis. There are indications of one
increase in expenditure in relation to the use of preventive measures by the counseling authorities
arrangements (section 11.3 of the Service Act) and in relation to the use of home-based services.
measures. This is in line with the evaluation of the restructuring of efforts for the vulnerable
children and adolescents in the partner municipalities found that the total cost and use of
preventive measures and home-based measures had risen (Socialstyrelsen et al.,
2018).
Unfortunately, the available data base on both preventative efforts and home base-
prepared measures sparingly and uncertainly. Only 3 of the 10 municipalities have registered data
on these key figures consistently during the period from March 2017 to March 2019. Most municipalities have
however, registrations were made for parts of the IP. This means that the levels of
these key figures must be interpreted with caution, which is why the focus of the analysis is on the development trends.
the municipalities' use of preventive measures and home-based measures (see
possibly Appendix 2 for a more detailed analysis of the key figures).
First, the key figures analysis shows that five of the nine counseling municipalities that are included
The analysis has had an increasing number of beneficiaries of preventive interventions per year. 1,000 0-17 year olds
population in the period March 2017 to March 2019. Two counseling municipalities have had a decline
the number of recipients, while the number of recipients of preventive interventions is stable in two counseling
up municipalities. Second, the key figures analysis shows that six counseling municipalities have had
an increasing number of home-based measures during the period under review, while
three municipalities have had a falling number per year. 1,000 0-17 year olds. There is thus one
tendency that a majority of the counseling municipalities have had an increasing number of recipients of
preventative measures and home-based measures.
In addition, the key figures analysis shows that there are both in the counseling municipalities and at national level
there has been an increase in spending on preventive measures and home-based measures;
while the cost of placement is fairly stable in the period 2016 to 2019. The increase in
the cost of preventive measures and home-based measures is greater in counseling;
municipalities than for the whole country, but the level of these expenditures is, on the other hand, lower in
counseling municipalities than nationally during the period under study.
In some of the municipalities, leaders and ropes say that they are experiencing a decline in the number
placements. A municipality that has succeeded in reducing the number of plots is experiencing
corresponding to a decrease in the number of homes, which is interpreted as a sign that they are the right ones
children who are placed. Other municipalities are experiencing the change that the newly hired are especially smaller
children and not young people, which is attributed to the municipalities' adjustments in the preventive practice.
Sub-objective 6: Changed placement pattern towards higher proportion of placements in foster care
lier with the necessary support and focus on short-term courses with targeted and treatment-
they aim at placement in institutions and places of residence
Both the key speech analysis and the interviews with the municipal leaders and ropes holders of
the indicators show that some of the counseling municipalities have succeeded in changing
the placement pattern with a higher proportion of placements in foster families.
The key figures analysis shows that in the average counseling municipality during the period March
In 2016 to March 2019, the number of institutionally placed children and adolescents decreased by 0.6 per cent. 1000
0-17 year olds. For the average counseling community, this decrease is equivalent to

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26
which in March 2019 was approx. 5.5 fewer institutions than in March 2016 7 . At the same time, it happened
a slight increase of 0.3 in the number of nursing home-based children per adolescent. 1,000 0-17 year olds
population and an increase in the number of placed in network care of 0.5 placed per 1000
0-17 year old residents of the average counseling community during the survey
period. In the average counseling municipality with approx. 9,000 0-17 year olds
does it mean that in March 2019 there were approx. 7.5 more 0-17 year olds placed in foster care and networking
care than in March 2016.
If we look at the development of the placement pattern in the individual counseling municipalities,
the results from the key figures analysis show tendencies that a majority of the consultancy studies examined
municipalities in the period March 2016 to March 2019 have experienced a decrease in the number of institutional
brought children and adolescents, an increase in the number of children and adolescents placed in foster families, and an increase in
increase in the number of children and adolescents placed in network care. Overall, this indicates the key figures analysis
results so that there has been a change in the placement pattern in the counseling municipalities
towards a higher proportion of care placements (an in-depth description of key
The results of the lethal analysis can be seen in Appendix 2). This finding is confirmed by the changes seen,
as leaders and ropes holders in the interviews with the municipalities, in relation to the plea-
the viewing pattern presented below.
Leaders and ropes holders in some of the counseling communities state in the interviews that they do not
experience actual decreases in the number of placements, but changes in the placement pattern-
right. The experience in several of these municipalities is that the cases are more complex when choosing
to place a child or young person. Some municipalities are more likely to succeed
relocating more institutional care in foster families. There are also municipalities that are experiencing a development
in the proportion of network applications. One municipality has had a specific focus on implementing
inter - disciplinary procedures with a targeted and treating aim for placement in institutions and
places of residence, while another municipality is experiencing a marked decline in emergency services, which
is considered to be a positive sign that the municipality is getting into the cases earlier. In some
municipalities are of the experience that it is more possible to work towards specific locations.
types of care in new placement cases than in cases where the children or young people are already employed
brought.
Sub-objective 7: More children and young people in vulnerable positions are supported in schooling / education and secured
learning and formation
In the experience collection, there are no direct indications from the interviews that indicate that children
and young people's schooling / education, learning and education have been enhanced. Several municipalities
however, their efforts have become more holistic and coordinated, and in particular
the work between the specialized area and the general area is highlighted as positive. experi-
The feeling is that it is crucial for the coordination of efforts to cross the areas
gain a good understanding of each other's professions and the different disciplines of the children.
For example, it is imperative that teachers or educators support an effort that physi-
the therapist initiates a child, or a collaboration is initiated between
in the case of a child being on a reduced schedule, and the parents
seeks lost earnings. Strengthened cooperation with the general area and thereby a
Thus, a stronger focus on coordinated efforts can be seen as a prerequisite for children and
young people in vulnerable positions are supported in schooling and education. This is in line with the findings in
the evaluation of the partnership municipalities, which showed that the partnership municipalities are the focus
7
In the average counseling municipality, at the end of the first quarter of 2019, there were 9,048 inhabitants aged 0-17
year. The number of 0-17-year-olds in the average counseling municipality is lower than the average for all Danes.
happen to municipalities, which were 11,721 0-17 year olds in March 2019.

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27
on the cross-sectoral cooperation and on the fact that the efforts can take place in the usual framework for bar-
net / the young person rather than in a specialized framework on an offer so that a child, for example, receives
support at home, at school or in leisure.

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5 The strategic and organizational change
The experience of the partnership municipalities is that in order to succeed in a reshuffle
An earlier preventive effort is central to the municipality across the authorities, respectively.
The public sector, executives and the general area share a common strategic aim and view that the organizational
a framework is important for the overall development of practices in the field (Socialstyrelsen et
al., 2018). In the transition to a previous prevention effort, a key is essential
anchoring and follow-up. The strategic and organizational elements of the restructuring are presented
of Figure 5.1 .
Figure 5.1
The variation in municipalities' work with strategic and organizational elements
ter
Note: A municipality is registered as having worked with an element if one or both municipal representatives in
to some extent, it embodies having worked on the element as part of the conversion to a former preventative
effort.
Note: The variation in the municipalities' work with the strategic and organizational elements: a municipality has
worked with one element, two municipalities have worked with two elements, five municipalities have worked with three elements-
For example, seven municipalities have worked with four elements, and three municipalities have worked with all five elements.
Source: VIVE's interview study with municipal representatives in the 18 counseling municipalities.
In the interviews, the municipal representatives were asked how they worked
the transition to a previous preventative effort on strategic and political respectively
plan, at management level, employee level and in relation to follow-up on goals and results.
Figure 5.1 shows the variation in what the municipalities have worked with. As the figure shows,
a large part of the municipalities have been focusing on the elements' Professional management and ownership of direction-
gen - all around 'as well as' Incentive structures across departments and administrations', slightly
fewer municipalities have focused on 'political awareness' and' coherent governance
chain ', while few municipalities have focused on' Transparency and follow-up of targets and
results'.
Below, the main findings are presented in relation to the municipalities' work on the strategic issues.
mental and organizational elements in the transition to a previous preventive effort, where-
according to the municipalities' concrete experiences with the restructuring related to the individual elements
will be presented.
Political awareness
13 municipalities
Coherent control chain
12 municipalities
Professional management and ownership of the direction - all around
15 municipalities
Incentive structures across departments and administrations
16 municipalities
Transparency and follow-up on goals and results
7 municipalities

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Main Find - Strategic and organizational
A local policy focus on the transition to a previous preventive effort supports that
you as a municipality can maintain momentum in the change.
Financial investment in the restructuring is a positive signal to the municipal organization
that reordering is a high priority.
It has proved difficult to repay the investment in the previous preventive efforts
within the set time frame (typically two to four years).
A cross-cutting strategy for the transition across the general area and the specialized transition
Council supports the co-operation on the restructuring.
Cross-cutting strategies are challenged by legislation, economics and various professional perspectives.
The transition to a previous preventative effort requires a continuous and sustained life.
delsesfokus.
It is important to have visible leadership and a persistent focus on the reorganization to motivate-
workers.
Management clarity is required as the restructuring is a cultural change.
change, and that the changes as a result of the restructuring continuously strengthen the employees
motivation.
It is of great importance that the leaders across the disciplines agree on the change.
The experience is that when the change is important for the managers, it also becomes important for the employees.
ends.
The rescheduling takes time to implement. The experience is that there is a great deal of work on management
level and out to work in the employees' meeting with the citizens.
5.1
Political awareness
Restructuring to a previous preventive effort is supported by political leadership and awareness.
helpfulness. In addition, a transverse process may be necessary in a conversion process
financial prioritization that provides the opportunity to devote resources to development work. DER-
for it has been examined how the political level has been involved in the conversion to one
previous preventive efforts in the municipalities. Overall, the experience collection shows that
there is variation in when and how the political level has become involved in the change,
as well as the extent to which politicians become involved.
Only in a few municipalities has the rescheduling arose from a political desire and a decision to
the mouth should reschedule to a previous preventive effort. In one municipality it has been one
desire to change the child and adolescent view and support that more children and young people may be in the "
In this municipality, the reorganization has been both a political desire and an economic one.
misery due to a tight budget and savings requirements. In another municipality,
one lives that politicians are very concerned with Heckman's research results which show that
investing in an early effort versus age pays off (Heckman, 2012). The politicians in this one
municipality is fully on the agenda, and it is experienced as one of the reasons why one has
been able to maintain momentum in the transition to a previous preventive effort in the municipality. That
political focus persists over time, and politicians are helping to invest in the area,
even though they must make savings at the same time.

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In the majority of the municipalities, the desire for redirection to a previous preventive effort is required
originated at the management level. In these municipalities, politicians generally think that
The thing is a good idea and supports it. Politicians are constantly informed and involved
in the realignment and process around it. The experience is that an open and transparent course,
where politicians are actively involved, legitimacy in relation to decisions in relation to
laying. In some municipalities, politicians are very concerned about the
someone is working with and what they succeed in the transition. In one municipality you have
therefore, chose to use the drafted staircase as management information, so the politicians
get a continuous overview of how many cases there are at the different steps of the steps. IN
Some municipalities find that involvement can be more difficult in cases where
administrations exceed the financial framework. However, this can also facilitate a discussion
of the economic framework with the politicians. Thus, there are several municipal managers who give
expressions of actively involving politicians in designing the framework of the municipal administration-
for example, in the form of discussions on the level of service in relation to the changeover.
In some municipalities, the political focus on the change is expressed by the fact that the politicians -
on the basis of the administration's desire for the restructuring - has formulated political objectives
for the restructuring, for example in relation to strengthening well-being in the 0-6 year area or putting in earlier
in problem development via early detection. In a larger part of the municipalities, the politicians' un-
management of the change expressed by financial investment in it. In these municipalities have
the politicians have chosen to allocate funds to the restructuring in the municipality in the form of an investment that
must be repaid within a specified timeframe. The experience in these municipalities is that the police
the core is concerned with the change and investment mindset.
In a few municipalities, the political level has only been involved in the change of late. Here
Work has been done on the change to a previous preventative effort at the management level
for a number of years before getting involved at the political level. The municipalities themselves state that
has been special that you did not initially involve the political level, but
does not live that it has presented challenges. It is their experience that the politicians support
the restructuring, but expresses concern that one is beginning to implement the many
calling at once.
The politicians' willingness to invest in the restructuring is seen as a positive signal to the local government
organization that reorganization has high priority, and it is the experience that it has expanded
the room for maneuver in the administrations in connection with the restructuring. Similarly, experience-
norms as a strong signal to employees about the willingness to change, which has one
positive impact on employee motivation for it.
In many cases, however, it has been found that investment is difficult to bring home within it
set aside a time frame (typically between two and four years), which politicians are less excited about. IN
In some municipalities, experience has been that the upgrading of the caseworkers will not in the first place
time as expected has led to fewer expenses, but an increase in the number of cases and
hence an increase in expenditure. The reason for this is, for example, that existing cases in several municipalities
has continued to require a lot of work, while the increased focus on detection has led to some new ones
cases, why you have not been able to reduce the counsel's case number. Other municipalities have
experienced that the increased focus on detection has led to an increasing number of notifications and consequently
also an increase in the number of cases. Thus, some municipalities have not yet been reached
the number of cases requested, which is why the advisers have not been able to make frequent follow-up.
and make closer contact with families. This is experienced as one of the reasons why
one has not reached the expected savings within the set time frame. Another reason

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to the fact that in some municipalities, the investment within the market has not been able to repay
time frame, is that while the upgrades have had to make savings,
which has meant that the expected impact of the upgrading has not yet been realized.
Some municipalities have not been given funding for the change through political priorities.
or through pots. In one municipality you have experienced the investment mindset as
challenging as it is difficult to estimate where and when the investment will come again.
Therefore, it has been difficult to prepare investment cases that could convince it
policy level on investing in the conversion to a previous preventive effort. These
Munner has had to finance the investment for the restructuring within the economic framework
in the field, which has been a major challenge and has limited opportunities to re-
implement a more thorough reorganization. In these municipalities, neither has been prepared
a common policy in this area, and the interest of politicians in the restructuring is limited.
5.2
Coherent control chain
The municipality's political and administrative leadership creates the framework and direction for development
in the municipality through policies, strategies, service levels and professional guidelines (management
the chain). Therefore, it has been examined whether the municipalities have worked on the governance basis and
the organization as part of the transition to a previous preventive effort. That's great
variation in how the municipalities have worked strategically with this. Experience collection vi-
Overall, none of the municipalities has worked with all parts of the chain of governance in the
deal with the rescheduling. However, about two thirds of municipalities have worked with one or
several links in the chain of governance, for example by designing policies, strategies, service levels or professional
guidelines in connection with the conversion to a previous preventive effort and / or
worked with establishing an organization that supports the reorganization.
A smaller proportion of municipalities have worked to develop a strategy for working with one
previous preventive efforts, which cross the municipal administrations. Strategiar-
the grazing in these municipalities was caused by an experience that it was difficult to engage all-
the menstrual area in the past preventive efforts. The experience is that there, between administrations
was talked about "children of the general area" and "children of the specialized area", and so they were chosen
to develop a common strategy for preventive work. In one municipality the vision reflects
and the mission reorientation to a previous preventative effort that has devised a strategy
for the restructuring, and specific objectives have been formulated to match the goals with it
early efforts. In another municipality, objectives have been formulated for a resource
movement in which resources need to be moved over time from the specialized area to an earlier one
preventive measures in the public sphere. The municipalities that have devised strategies for re-
the importance of having worked out some strategic tracks on management
veau, including that it is experience that it is important to include the public domain from the start, so
one agrees on the common direction. This is to support joint ownership of the restructuring,
so the strategy is not a strategy devised by the specialized social field that tells
what their job is. The experience is that this requires good relationships with the bosses
in between, as it requires that you as a manager can say on and off, and that you constantly dare to visit again
the decisions and the framework for the reorganization. There are also municipalities that find it
decently to work out cross-cutting strategies for a previous preventative effort when the experience
is that it is challenging to get the legislation, the economy and the professional to play together.
Therefore, in these municipalities, a strategy has been drawn up that focuses solely on the social
territory.

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Some municipalities have worked to put the previous preventive work into the concrete
action plans for children, young people and families as well as quality manuals to ensure a sharper focus
on a previous preventative effort and to support the strategic thinking
in the specific work in the municipalities. For example, one municipality has worked on that
move away from a classic order and execute model by setting up common transverse
goals for early preventative action in the action plan for children, adolescents and families there-
easy to achieve a common thinking about the action plan at the executive and authority level. In a
Another municipality has started work on developing a new action plan for children, young people
and families with a double bottom line, ie. in the form of both an economic and a social professional
bottom line related to the goals of early prevention efforts. The experience is that descriptions
of the work itself with a previous preventative effort supports that employees know,
what is expected of them in concrete work and in contact with children, young people and
families. Some municipalities have emphasized the inclusion of different professionalities in turnover.
the previous preventive work in the citizen-level action plans. It happens to
breaking down silos and supporting greater knowledge of each other across the disciplines.
The organization around switching to a previous preventative effort varies across
municipalities. There is a big difference in the distance from management to employees across larger ones
and smaller municipalities. In some municipalities, it has been decided to support the reorganization by:
create transversal steering groups, while in other municipalities support the changeover via
reorganization or co-location.
Some municipalities have chosen to anchor the transition to a previous preventive effort in one
transverse control group. The experience in these municipalities is that it ensures that the reorganization is
jointly anchored and can support that both the area of ​​authority, the area of ​​execution and the general
the area takes responsibility in the implementation of the reorganization. It is the experience of governmental
the area and the specialized area, that engaging the general public can be a challenge
the Council in a joint restructuring, as the desire for restructuring has generally arisen in the special
area. In order to meet this challenge, one school council has chosen
fen as steering committee chairman. This has meant that the municipality has succeeded in "correcting
on the bias "and has got the school district involved in the redesign as a joint project.
the faring is overall that it makes a difference that the reshaping is jointly rooted.
In other municipalities, efforts are being made to support the reorganization through reorganizations. Some
has, for example, combined the field of execution and authority under the same management, which supports that
authority and executor work on the same values ​​and principles. To promote cooperation
in the public sector, in another municipality, the government has reorganized
the area, so the counselors are organized in the same way as the school districts. Other commu-
Instead of a reorganization, ner has chosen to relocate the school and daycare department with
family department - both at management and staff level.
5.3
Professional management and ownership of the direction - all around
The change requires professional management and ownership of the direction across relevant disciplines.
This requires management to take the lead and ensure both professional management, employee involvement and
a resource priority. Therefore, it has been examined what the restructuring work has required.
know management and how management has collaborated on the change. It is evident
of the interviews, the municipalities' experience of working with professional management and sparring
primarily relates to the area of ​​authority, and these experiences are therefore shown in section 7.6.

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A large part of the municipalities point out that management is very important in a restructuring effort. About-
the laying requires leaders with strong relational strategic skills who are also good
communicators. In addition, the experience is that the conversion to a former preventive
efforts require top management to have a sustained and continuous focus to keep
momentum in the reorganization. Visible leadership and a consistent focus on change
the attitude to excite and motivate employees. The experience is that the management, in order to
support the implementation of the reorganization, must ensure that the focus on the purpose of the reorganization
and the new way of working is maintained and meaningful to employees. other than that
the experience is that it is important to be clear about whether you want a cultural change,
or whether the restructuring is seen as a more "classic project". The experience is that a reshuffle like
a cultural change requires management to be close to the employees and to maintain that they
urges that the rescheduling requires are enduring.
In addition, several municipal leaders point out that long may be appropriate
leadership experience of the managers at the top management levels. At management level,
The laying is partly because there are many different areas of cooperation and partly that the rescheduling can
be conflicted in situations where, for example, there is a skewed distribution of funds for investment-
calling. The change also requires that a leader dare make some bold decisions
and dare to talk when you have not reached the goal - and hold on to the fact that the road to the goal remains
the same.
Professional managers also have an important role to play in restructuring. The experience is that it
calls for continuous and sustained communication from the professional managers to the employees,
why change is important and why it is important to work in a new way. The professional
managers need to be so close to employees that they can be ahead of the challenges
that employees experience. The rescheduling is challenging in terms of how to work best
is organized and it is necessary to make continuous adjustments to how the work is organized.
ganiseres. Therefore, it is important that professional management coordinates and continuously ensures that there
is a common professional direction. Some municipalities have experienced that there has been a great deal of replacement
the decentralized managerial positions, which challenges it to have some professional managers who can lead the way
in the transition to a previous preventive effort.
In some municipalities, active efforts have been made to move the leadership around the changeover
from the top management levels to the decentralized management levels. According to several of the interviews
it is important to get involved and commit to the decentralized leaders. It is pointed out that it
is important that the heads of departments for the executors, the PPR and the government advisers respectively
is working on the restructuring as cooperation at the management level has a positive impact on the employees.
ends.
A greater proportion of municipal leaders emphasize the importance of a managerial partnership.
ask for the change at all management levels. Several leaders point out that it is important that
the leaders are at the forefront of interdisciplinary cooperation and are aligned with the direction of it
past preventive work. It is very important that the leaders across departments, centers
and employee management is seen as one unified management team that stands together. Oplevel-
the latter is that when it is important for management, it also becomes important for the organization. A way,
where the leaders in a number of municipalities show a common front is in the communication that one
want to work early and preventively. Across the municipalities, there are examples that
joint internships for staff across administrations and sectors have been organized that

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common theme days have been held, or the head of school, daycare manager and head of the special
cialized area is taken out to all schools and daycare centers to tell why
rescheduling is important.
In addition, some of the municipalities have worked in different ways in promoting it
cross-cutting collaboration at the management level. In one municipality, at the management level,
spent some time in the relationship work between the leaders and devoted resources to show common front
towards the employees. In the municipality, among other things, they have chosen the leaders in the various
centers sit at each other's visitation meetings. In line with this, in another com-
mune started joint management meetings across the specialized area, then looked across
departments get a common eye on the ball and work in the same direction in relation to the changeover. One
Another example is that in a municipality a strategic forum consisting of all has been set up
department heads. Here, themes are discussed related to the interdisciplinary collaboration that
This requires three times a year, and work is being done on how managers and employees work
the departments can support each other's work.
In several municipalities, people at the managerial and managerial level are very concerned about the presence of the municipality
agreement that the children of the municipality are joint children and that the resources are allocated to the individual
centers and departments, are not the resources of the centers or departments, but the municipalities. In about
the laying on of a previous preventative effort it is important that it is not resources there
determine how a case is handled. Close cooperation at the management level supports that
heath can be maintained even if the individual centers or departments are pressed on budgets.
Some municipalities have gained experience in cooperating with the economy. Although departmental
like and the institutions each have their own financial framework, one municipality has chosen that
the economy is discussed jointly, and savings are decided by a unified management team. Experience
is that with this approach it has been possible to implement much more in-depth and comprehensive
These measures have avoided framework savings.
One challenge that some municipalities have encountered in managerial cooperation is the change-
giving on managerial and managerial positions. The replacements are experienced to challenge the common direction, and
The feeling is that it can be a big task for new leaders to step into a context where pro-
the process of restructuring is underway and where they have to take ownership of an existing
running agenda. Likewise, there may be new leaders who disagree in the direction that is
set.
5.4
Incentive structures across departments and administrations
Since each municipal sector area has its own objectives and budgets, it is decisive.
There is an incentive for across sectors, both at management and at employee level
the interdisciplinary efforts that the restructuring entails.
In most of the municipalities, employees feel that they are motivated for the change
to a previous preventative effort, that it makes sense to the employees and that the professional professionals
Zionals can dedicate themselves to the mindset of the previous preventative efforts. In some municipalities
you find that all professional groups are interested in succeeding. Here you find that
makes a big difference that across professional groups there is an expectation of success together. IN
other municipalities find that there is a difference in the motivation of the various professional groups.
For example, some municipalities find that the motivation in the area of ​​government is
stood because they had the opportunity to invest in several case managers, which has supported-
that the government advisers have been able to see the professional idea of ​​getting closer to the children and

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families. In other municipalities you find that the export area has been the most motivated,
while a single municipality has experienced that the motivation has started with PPR and only later is
emerged from the government advisers. Several express that the experience in the general field has
has been that the project with the reorganization has arisen in the specialized area and therefore it is
specialized areas project. A municipal leader formulates it so that the experience has
been that the specialized social area has invented a hat that one tries to give all-
but the general area is constantly moving its head. One of the explanations that
the motivation has been more difficult to establish in the general area is that the children and young people who
is the target group for the previous preventative efforts, only a small part of the general area
total audience. The experience of switching to a previous preventative effort on
the general area is that it is important to involve the general area early in the transition and to
anchor the reshaping across the general area and the specialized area. The wonder
supports a common ownership of the restructuring.
Despite the fact that the thinking in the early preventative effort makes sense, and that the will for it
preventive work is present, a number of municipalities find that the change can be
fair at the employee level. Some municipalities find that the change requires some
petitions that employees do not possess and that the rescheduling requires a different form
collaboration among the professional professionals. Among other things, it is the experience that the reorganization requires-
Verify that, as a professional, you open up your professionalism, including that of the professional
explore each other. In some municipalities it has been experienced that some employees
have had such a hard time working interdisciplinarily that they have found other jobs at that expense.
Some municipalities also find it difficult to get the turnover from something that
lives at the managerial level, so that it is a mindset that the individual employee takes on. experience
the ring is that as a leader you may well have some notions that you have talked about and worked
It is a very long time with the change, but that there is a lot of work to do at the management level
and to the work of the employees' meeting with the citizens. Among other things, one experiences in one com-
Recall that employees are not involved in the process
the rescheduling early enough.
Most of the municipalities state that they have not yet succeeded in establishing one
common incentive structure, which is probably related to most of the municipalities
have not systematically worked structured to establish a coherent governance
chain in which the change is strategically planned into all levels of the control chain (see section 5.2 ).
In order to establish a common incentive structure, it is the experience that it is necessary to have one
understanding the dilemmas experienced by the various professions in the context of change-
- both related to the regulatory framework, the professional perspectives and the
financial framework.
5.5
Transparency and follow-up on goals and results
To be able to steer cross-disciplinarily and proactively towards the goal of a former preventative
efforts, it is important that there is an adequate and transparent governance basis and that there
is continuously followed up on goals and results for the restructuring work - both quantitatively and quantitatively.
litativt. This can, for example, be supported by systematic management and employee information. As it
shown in Figure 5.1 , has only just over a third of the municipalities working on setting targets
and / or follow-up on goals, metrics and results. Below is the experience of the municipalities.
calls with the establishment and follow-up of goals and results respectively.

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Four municipalities explicitly state that they have set targets for the previous preventive efforts.
One municipality has incorporated the objectives of the change in vision, mission and strategy.
the work for vulnerable children, young people and families in the municipality as well as specific ones
objectives that match the goals of the early efforts. Another municipality has in their
for the investment in the previous preventive effort, set targets for changes in the future.
the management pattern in the municipality over time, with a movement down the stairs. Those two
other municipalities have set more specific goals for the restructuring. For example, these goals are that they
notifications that are compiled are more qualified that the average age of children who
notifications are being worked on, falling, or achieving an equitable distribution of the economy by expenditure
for placements and preventative efforts, respectively. The experience of the municipalities is that one
some places have set too many goals for the reshuffle - and in many cases that one is not
succeeded in following up on the goals.
Experience with continuous follow-up of goals and results in the counseling municipalities is track-
disk. However, some municipalities have worked with continuous follow-up, primarily in relation to key figures and
economy. These municipalities, for example, follow the development in the proportion of placements, preventive in-
rates via section 11 of the Service Act, relief, contacts, family counseling and the proportion of
citizens of family groups. A single municipality continuously reports on having discussed the key figures
with the social workers. The purpose of this has been to work with a stronger financial
look among the counselors as well as discuss the results of the change, both in relation to the children
and in relation to the economy. The experience is that it seems motivating and that it does the advisers
are professionally proud when they see that their efforts are positive for the children and families as well
in relation to the economy.

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6 Collaboration and coordination
Strengthened collaboration across disciplines is central to the transition to a former company.
building efforts. This is the case, for example, in connection with early detection, frequent follow-up
and supporting everyday life in efforts. Good preventative action requires a holistic approach.
oriented view of the child or young person's situation. This often requires that several professional groups are
involved and coordinating on the basis of a common professional approach. To strengthen the multidisciplinary
Collaboration involves the system of regular sparring and dialogue with a common language.
around vulnerability and prevention, and it involves an insight into practices across the various
professional groups and administrations. Increased access to sparring for employees with other relevant ones
professionals support the coordination of knowledge about the child and the family and thus also
cross-stake betting. As stated in the “Strategic Framework and Academic Direction” (Soci-
alstyrelsen et al., 2018) there are four key elements in relation to interdisciplinary cooperation
and coordination (see Figure 6.1 ).
Figure 6.1
The variation in the municipalities' work with cooperation and coordination
Note: A municipality is registered as having worked with an element if one or both municipal representatives in
to some extent, it embodies having worked on the element as part of the conversion to a former preventative
effort.
Note: The variation in the width of the municipalities' work with cooperation and coordination: four municipalities have worked with two
elements, nine municipalities have worked with three elements, and five municipalities have worked with all four elements.
Source: VIVE's interview study with municipal representatives in the 18 counseling municipalities.
As shown in Figure 6.1, there is variation in which elements in relation to transverse joint.
work and coordination the municipalities have worked with. All municipalities have worked with
collaboration across disciplines. 13 municipalities have focused on working on resource theory.
Entered and involved, 10 municipalities have worked with everyday life perspectives, and 13 municipalities.
muner has worked with the stairs.
First, the main findings are presented in relation to the municipalities' work on cooperation and co-operation.
prescribing. Subsequently, the following sections present the municipalities' concrete experiences with
redirection to a previous preventative effort related to the elements of collaboration
and coordination. The municipalities 'experience of working with the element' Entry Stairs -
timely relevant and systematic efforts' are presented first in section 8.2 .
• Everyday life perspective
10 municipalities
• Resource oriented and inclusive approach
13 municipalities
• Collaboration across disciplines - a holistic and
coordinated efforts
18 municipalities
• Stage of action - timely, relevant and systematic action
13 municipalities

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Main findings - Collaboration and coordination
Interdisciplinary collaboration is a major task that takes time to implement
The building of interdisciplinary relationships between employees is crucial to the interdisciplinary
Cooperation
Good cooperation between professionals in the field of government and the public sector respectively
it is important to ensure that children and adolescents are taken care of in the early stages of dissatisfaction
Common language of vulnerability and concern is needed for effective detection
Cooperation around the systematic early detection supports better quality in un-
the directions, which makes it possible to respond more quickly to the concern
Successful interdisciplinary elucidation of the cases is supported by managerial support for it
interdisciplinary collaboration, a well-functioning organizational culture, knowledge of each other's work
cross-disciplinary areas and security of each other's disciplines
the municipal organization
Multidisciplinary elucidation of the cases leads to the establishment of more individual specialists
efforts for children and families
Joint interdisciplinary discussions qualify the individual competencies of the employees
Large employee turnover can challenge the stability of the methods and programs that
the Muns invest in.
6.1
Everyday life perspective
All children have the right to an everyday life that is as close to ordinary as possible. Therefore, all children must
as far as possible, continued positive association with caring adults in family and networks,
the institutions of the general area, as well as hobbies and social networks. This also applies to children
and adolescents placed in an institution, in foster care or in networks. The child's or the young person's everyday life
must be the focal point of efforts and follow-up. Continuity, security and trust in the relationship
the oneness of the adults that the child or young person meets is crucial. The employees who are
involved in the interdisciplinary efforts around a child or young person must make sure to activate
resources in the child's network. However, it is worth noting that the work with everyday life-
the perspective must not stand in the way of the right effort that matches the child / young person and family.
the needs of the liens. As can be seen from Figure 6. 1, 10 municipalities work with the everyday life perspective.
Some municipalities have developed cross-cutting principles and values ​​for children's right to a good
child life, including a coherent everyday life. For example, it may be described in
the policy adopted in the field. A municipality describes how a broad consensus on these
supporting principles across the professional groups in the municipality contribute to an improved transversal
Cooperation. In the specific municipality, no intensive work has been done to establish a joint
language about well-being across the professional groups and the values ​​are therefore used by the employees
as a common starting point for working with children and young people. Another municipality has
the approach that they collectively are very conscious of as a municipality not to create greater
changes in the life of the child or young person than are necessary.
Especially when it comes to supporting the everyday life of the children and adolescents who receive prevention
As far as measures are concerned, the institutions of the public domain are central. Several municipalities have had focus
on supporting the children and young people's connection to everyday life in day care centers and schools. This
by, among other things, bringing the specialized competences into play in the day offers and on

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schools rather than moving the children and young people out of their daily context. One municipality has
the work that their consultative support educators in daycare focus explicitly on context-
stones around the children in the day offers and not on the individual children. This regardless of whether it is
individual children's challenges that are the backbone of support. Similarly, another municipality
the work that everyday life perspectives are pervasive in efforts and that they prevent-
The task of employees is to bridge the gap between everyday life and the specialized in-
strives to ensure that children and young people, while receiving social support, experience so
normal an everyday life as possible. In other municipalities you work with a similar mindset,
as it has been previously discovered that early detection led to great segregation.
In several municipalities, the everyday life perspective is also taken into account in the more intrusive home-
based efforts - both in the efforts that cross the institutions of the general area and
the home, and the efforts taken alone in the home. One municipality has been launched
a new initiative where new cases are opened with a specialist educator having a conversation
the family at home and then conduct a Signs of Safety 8 meeting with both family and
day care. Based on the meeting, a three-part action plan is drawn up with specific focus-
points for the family, the daycare and the special educator respectively. According to the municipality is
it is the ambition of the initiative to support parental involvement and parental experience
to feel heard. Another municipality has a similar initiative involving a support educator in day care
is given the opportunity to continue the engagement with the child at home.
6.2
Resource-oriented and inclusive approach
A resource-oriented and inclusive approach focuses on the child / young person and the family's resources.
resources, coping skills and perspectives for the purpose of looking at opportunities rather than limitations.
GER. The child / young person and the family must always be involved in the organization of the effort and progress.
bet. This applies both in the case management and in the organization of the efforts. It can be used
the various methods of working resource-oriented and involving, for example, Signs
of Safety, networking meetings, family consultation, the use of genograms in
the case processing, etc. As Figure 6.1 shows , 13 municipalities work in varying regions.
capture with a resource-oriented and engaging approach.
Some of the municipalities work with involvement, and some municipalities also work to
have a greater focus on the resources of families. For example, some municipalities have formulated
as part of their strategy of working with empowerment and rehabilitation, and have included
who have clear expectations about how employees interact with citizens. Some of the
Muns who work with a resource-focused effort, for example, use concrete methods such as
LIFT 9 or a general focus on parental responsibility. Other municipalities have been focusing on
to use common involvement methods across disciplines so as to involve
the parents are unidirectional and attuned.
The experience in several of the municipalities that actively work with inclusion is that the advisers have
better contact with the parents, which benefits the course of the case. Furthermore, the experience is that
Involvement is facilitated in the preventive work in which the counselors hold network meetings
8
Signs of Safety is a method for strengthening the interdisciplinary collaboration between families and professionals around vulnerable children
and young people.
9
The solution-focused approach (LIFT) is an analytical strategy used to draw lessons from past successes
rather than the defeat of the past, and partly to focus on the goals of the future rather than an understanding of the problem. solution Focus
is traditionally opposed to problem orientation.

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with good results, while more difficult in follow-up cases. In addition, one municipality has
have had a positive impact of improved involvement in parental competence education.
studies. The parents are now involved in uncovering their competences, where
more was something the family department did about the parents. This is perceived as contributing
to the extent that the placement is less compulsory and can be made to a greater extent
as voluntary placements.
Some municipalities have had a particular focus on working with child involvement in, for example, networking.
meetings or in other meeting forums. The experience is that it is difficult since one from the management level
have experienced a concern with employees about child involvement in meeting-directing. Hensig-
The purpose of involving the children in meetings is to involve the children's perspective and to counteract
the families' experience that the professionals have decided in advance what action
must be implemented. In a municipality where everyone tries to work with child involvement
network meetings, you experience the challenge that the language of the meetings is not tailored to children-
participation because the participants in the meeting are not used to the children participating. Despite
Therefore, the intentions for the children to attend all network meetings is the experience that far
over half of the network meetings are conducted without the participation of children.
Another municipality is working on the 'ethical blackboard' method when child involvement is not
possible. The method first asks the question: “If this child was present, what would she do?
seems, was important for us to know, ” which is repeated for the parents' point of view. According to the municipality
it dresses the counselor better and opens up the process in connection with a childcare professional
survey. In addition, there is great support for the method among both counselors and family members.
dealers.
Some of the challenges that municipalities experience in working with inclusion-
the provision of parents and children is that it takes a long time to implement and that it requires a
nourished management focus. The experience is that the concept of employee involvement can work
abstract and unfocused, and that employees are demanding ways to concreteize their involvement
on, so that it becomes possible to go, from being a mindset, to unfolding in concrete action.
In addition, it is the experience that not all employees have sufficient competencies
or the methods of working with child involvement at, for example, network meetings, why
Involving employees in several places requires competence development of employees.
6.3
Collaboration across disciplines - a holistic and
coordinated efforts
Collaboration across disciplines is central to the transition to a former preventative
efforts, including in connection with early detection, frequent follow-up and support for
everyday life in stakes. Strengthening interdisciplinary cooperation involves the establishment of one
common professional approach based on systematic sparring and dialogue through a common language, possibly to
use transversal tools, make interdisciplinary lighting, have good meeting
tours, common guidelines and agreed workflows.
As Figure 6.1 shows, all the counseling municipalities have worked with a common approach and cooperation.
grazing across disciplines. There are major differences in how the municipalities have concrete
worked to strengthen cooperation, but there are also common features across municipalities.
Most of the municipalities find that employees - across the disciplines -
the starting point does not disagree with the ambition to work interdisciplinary. More municipalities are experiencing

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on the contrary, there is a great deal of goodwill for the interdisciplinary work and that most professional groups are inter-
interested in succeeding with it because they can see that the new working methods make professional sense in
relationship to helping citizens. Despite the employees' goodwill, the experience in the municipalities,
that interdisciplinary collaboration is a major task that takes time to implement. The experience
is, among other things, that there can be a big difference between the employees' professional skills, which
is expressed in different working cultures.
The municipalities have taken various steps to strengthen interdisciplinary cooperation. Some have
worked purposefully with relational coordination. For example, one municipality feels that it is
succeeded in creating a sense of community among employees from government,
the performing and general area through an extensive investment in joint conferences over 2½
half a day for 650 employees. This is because the conferences made it possible for the employees
to build interdisciplinary relationships.
Exactly the building of interdisciplinary relationships between employees is experienced by several of the
as crucial to interdisciplinary cooperation. The experience is that it is of great importance
for the collaboration, that the relationships are in place in the interdisciplinary teams working together on
preferably (see also section 9.2 ). Conversely, in some municipalities it is also the experience that it is
to establish interdisciplinary relationships if there is no common third party to cooperate with, e.g.
in the form of specific cases.
Other ways in which municipalities have worked to strengthen interdisciplinary cooperation are
through work on concrete collaborative models and methods, and through shared competence
tenceudvikling. Various concrete models and methodologies are used across the municipalities.
there to ensure cross-border cooperation. Many of the models deal with specific ways
to address concerns and be included in major tracking initiatives (see section 9.2) . In these
or it is clarified how the individual employees from the various professional groups should respond.
address various concerns through shopping guides and outlined action plans. In several
the work of the municipalities is supported by concrete well-being assessment tools, often rulers
with the colors red, yellow and green or scales from, for example, 1 to 10. The municipalities have
but overall, positive experience in using job satisfaction tools. Up-
life is that the well-being assessment tools can help to create transparency in the well-being.
both across the professional groups and in relation to the parents. Some municipalities are experiencing,
that cooperation between, for example, the area of ​​authority and PPR has improved as a result of the increased
transparency. However, there are also municipalities who feel that there may be resistance from the general public.
area in relation to using the tools. The experience of some staff groups is that
Well-being tools are based on a social-professional mindset, which is why
difficult for other professions to see themselves in the logic and use of tools. Experience
is that this resistance can be met by adapting and translating the tools into con-
the text in the general field.
As part of strengthening interdisciplinary cooperation, a number of municipalities have launched joint inter-
professional competence development - this at employee level, department level, center level
and in some cases also across administrations. Examples of this are municipalities that have
completed competency development in LIFT across the authority, healthcare and PPR,
or joint competency development in DUÅ 10 , FFT 11 or Cool Kids 12 for government advisers ,
10
The Incredible Years program series (DUÅ) consists of programs aimed at parents and children as well as a program that addresses
against professional professionals in kindergarten and in-school.
11
Functional Family Therapy (FFT) is an evidence-based treatment program for families of adolescents aged 11-17 with disabilities.
behavioral behavior. The treatment is based on relational family therapy and systemic therapy, and work is underway
therefore with the whole family and the relationships between the parents and the young person.
12
Cool Kids is a group-based treatment program for children and adolescents with anxiety and their parents.

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psychologists and health nurses. Other examples are health care education in healthcare.
by the method ADBB 13 , competence development of all employees in daycare and school in
the second Signs of Safety, the introduction of neuroaffective developmental psychology 14 as common theory
basis for employees, competency development in Minding the Baby 15 for healthcare and
other professional groups as well as joint training of the professional groups in specific methods for networking.
avoidance.
Some municipalities have had less good experiences with joint competence development, for example because
one has failed to convey the intent and purpose of the transversal competence-
ce development for the employees and therefore no competence development has succeeded. Others
On the other hand, municipalities feel that the reason for failing to create a balanced one
interdisciplinary cooperation, is that initially no joint competence training has been carried out.
development.
6.4
The action stairs - timely, relevant and systematic efforts
The staircase is a picture of the various "steps" that a preventive effort can take.
put on - from the very early stakes on the bottom steps to the most engaging ones at the top (see
Figure 3.1 ). The intervention staircase thus also illustrates the degree of intervention in the child / adolescent's and
family life in relation to maintaining a normal everyday life. In general,
that at every step of the stairs, the focus should be on supporting the child's connection to everyday life,
including connection to, for example, family, network, school and leisure interests. It must always be found
action on the stairs that matches the current needs of the child / young person and the family. It is
also possible to combine stakes at different stages of the stairs. As seen in Figure 6.1, AN-
gives 14 municipalities that they have worked with the input stairs. The municipalities' experience of:
work on this is described in chapter respectively 7 on the change of authority
Council, Chapter 8 on the reorganization in the field of execution and Chapter 9 on the reorganization in the general field.
the area.
13
ADBB is a systematic and standardized method used to detect persistent social withdrawal as
indicator of psychological distress in infants and young children.
14
Neuroaffective developmental psychology is a bridge between the latest brain research, attachment theory and developmental
psychology.
15
Minding the Baby (MTB) is a support program for young socially vulnerable first-time pregnant women. The program aims to:
support the development of parental ability, including the ability to read, understand and act on the child's needs.

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7 The reorganization in the area of ​​authority
In the process of restructuring efforts to prevent early prevention and more effectively,
one of the key players. A preventative practice for social workers on
the area of ​​authority is, among other things, about getting into the problem development early and that
Think about prevention in all aspects of the case. Knowledge and experience in the field point
on the fact that the six elements presented in Figure 7.1 are central to the change of authority
In the interviews, the municipal representatives were asked about the municipalities
experiences with conversion to a previous preventive effort in relation to the six elements.
Figure 7.1
The variation in the municipalities' work with conversion to a previous prevention-
ongoing efforts in the field of government
Note: A municipality is registered as having worked with an element if one or both municipal representatives in
to some extent, it embodies having worked on the element as part of the conversion to a former preventative
effort.
Note: The variation in the municipalities' work with the elements in the area of ​​authority: four municipalities have worked
with two elements, four municipalities have worked with three elements, five municipalities have worked with four elements,
and five municipalities have worked on five elements. No municipalities have worked with all six elements.
Source: VIVE's interview study with municipal representatives in the 18 counseling municipalities.
Figure 7.1 presents an overview of the variation in which elements of the work on the reorganization.
in the area of ​​authority, the municipalities in the empirical material express having work-
it with. It appears across the interviewed leaders and ropes holders in the 18 municipalities that
the focus of the reorganization has been to work on getting things started early and more systematically
and potential cases. In addition, almost all the municipalities have focused on the establishment of
systematics, close contact and frequent follow-up in the case management. In addition, communica-
the focus of the work in the process of restructuring into a previous preventive effort. A bigger part
of the municipalities have worked with interdisciplinary lighting in the cases, while fewer municipalities
sets to have experience working with knowledge-based choices of bets respectively
and flexible solutions, the right match and close professional management and sparring in the field of government.
First, the main findings are presented in relation to the municipalities' work with the elements in the
laying in the area of ​​authority, and then the concrete experiences of the municipalities are presented.
works with the six elements in the field of government.
• Early entry into cases and potential cases
18 municipalities
• Systematics, close contact and frequent follow-up
16 municipalities
• Knowledge-based choice of initiatives and flexible solutions
3 municipalities
• The right match
8 municipalities
• Multidisciplinary lighting
14 municipalities
• Close professional management and sparring.
6 municipalities

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Main Find - The Authority Area
Professional managers are important for the implementation of the change at the employee level.
It is therefore important that professional management is close to the government advisers in the reorganization process.
process.
Regulations in the area of ​​government have a positive effect on the motivation of the employees
restructuring.
Despite the upgrading of government advisers, several municipalities have not yet succeeded
by reducing the number of cases to the desired level.
An increased focus on detection has led to an increase in the number of cases.
Closer follow-up of the cases allows the counselors to get closer to the children that
monitor the progression of the individual child and adjust the effort on an ongoing basis.
Involving work in many cases requires the development of skills of the employees.
Parental involvement can cause counselors to achieve better contact with families,
ket benefits the course of the case.
7.1
Early entry into cases and potential cases
In connection with the restructuring, all the municipalities have worked to get into the former
cases and potential cases where there is evidence or risk of a child being mistreated. Coming
early on in the cases largely requires collaboration with the general area and that across
of the authority area and the general area respectively is a common professional understanding of when
there is a concern for a child / young person. This may, for example, involve both focusing on competencies for
early detection in the public domain and accessibility from the field of government to professional
sparring with the general area around a child. The goal is to address the issues
early in the process and before the problems become more serious.
In general, most of the municipalities feel that they are coming earlier as a result of the restructuring
into the cases. The experience in several of the municipalities is that early detection takes time to implement-
mentions, and that the municipalities are not yet aiming to ensure a systematic early detection.
Close cooperation between professionals in the field of government and the general field respectively
is an important starting point to ensure that problems are addressed early in the process.
Several of the municipalities have therefore focused on establishing better cooperation between mines.
the dignity and general area, so that the children and young people who are being tracked can be effectively dealt with.
Other municipalities have worked diligently to create a common picture of when one should
prepare a notification - both through dialogue between government and the public domain and by
help with the preparation of specific manuals for notification. In the collaboration between authority
and in the general area, it is the experience that it is beneficial that the area of ​​authority is more accessible.
equally for the public domain.
The municipalities have used various measures in the area of ​​government to support the early ones
detection and cooperation with the public domain. While some municipalities have rescheduled,
the work of the donors, reorganizations of the advisers have been carried out in other municipalities,
for example, with the creation of counselor teams, or vice versa, turned into one permanent counselor for families to
support the closer follow-up. In one municipality, they have chosen to upgrade the production area.
its family counselors, so that they actively contribute to the coverage of the children and the families' challenges
before a real case is created.

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Despite all the municipalities working to ensure early entry into cases and potential
cases, the experience of some municipalities is that they continue to experience cases involving
the workers wonder that they have not detected the child or young person in the past. Experience
is that it takes time to develop a common practice and develop a collaborative and systematic one
detection (see section 9. 2). Cooperation can also be hampered by different agendas,
approaches and legislation in the general and specialized fields.
7.2
Systematics, close contact and frequent follow-up
Systematics in the case management ensure that all cases are followed closely so that issues can be addressed.
the more before escalating. By getting into the cases early, it is possible for the social workers
to work structured preventively and to be at the forefront so that it is not problematic
in the cases governing the workflow. A number of framework conditions have significant
equal influence on the ability of social workers to work preventively and effectively:
send number of cases so that frequent follow-up is possible; focus on the advisers' funding
petence to support a shorter path from concern to action; clear case procedures that provide
opportunity for quick adjustment and response to the development of the child or young person's needs, while
cadences, procedures and guidelines for follow-up clarify when and how
frequent follow-up.
The municipalities 'experience of working with the framework conditions for social advisers'
similarity to work preventively and effectively varies. A larger proportion of municipalities
has upgraded the number of advisers to ensure an appropriate number of cases. Despite the uproar-
The ring is experiencing several of the municipalities, however, that it has not yet succeeded in reducing the number
cases to the desired and thereby enable the closer contact and more frequent follow-up. This
This is partly due to the fact that in some municipalities there have been many existing cases that continue
has required a great deal of effort, and due to the systematic early detection
experienced an increase in the number of cases. Several of the municipalities therefore expect the upgrading
over time will result in a lower number of cases. Some of the municipalities that have succeeded in that
reduce the number of cases, have experienced that the closer follow-up makes the advisers come
closer to the children and their development, and that they are therefore successful in following the child's progress-
sion and to adjust efforts continuously. The experience is that the closer contact actually does
possible to be at the forefront of the development in the problem level of the children and young people. Derud-
Over one municipality has experienced that the upgrading - including the lower case weight and more
time for the individual cases - has the derived effect that there are fewer sickness reports among the counselors.
protection and a lower replacement in the group of counselors.
A number of municipalities have focused on ensuring the structure and systematic nature of the case management, e.g.
by drawing up guidelines and process descriptions for the follow-up. In one
mune has involved the employees in organizing effective procedures that support-
compliance with the legislation, and subsequently drafted written guidelines for work-
time. Here's the experience that designing workflows that are informed by employee-
in our own practice, the collaboration supports both internally in the advisory group and with the management.
Other municipalities have experiences with similar approaches, where management has drawn up guidelines
to support the caseworkers' work to clarify who should do what and
when, or prepared a reference book or clear guidelines for dealing with various
types of concerns that clarify the professional's options for action. The experience is that
this facilitates the work of counselors and makes the path to action shorter.

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Across the municipalities, it is the experience that there can be challenges associated with
ensure systematic, close contact and frequent follow-up. The experience of the municipalities is that not everyone
caseworkers have the skills needed to work early and preventively. Derud-
over several municipalities find that large replacement among the case workers can be difficult
the process of restructuring, as the replacement involves a loss of knowledge where new
workers should be introduced to the elements and mindset of the previous preventative work.
Across the municipalities, it is clear that work has been concentrated on some of them
the framework conditions for the advisers' ability to work systematically and with close contact
and more frequent follow-up with families than with others. Most of the municipalities have worked
by adjusting the weight of the case and drawing up clear procedures, while to a lesser extent
brings specific experience of working with the advisers' competency, cadences
and follow-up procedures.
7.3
Knowledge-based choice of efforts and flexible solutions
On the one hand, a knowledge-based choice of effort is reflected in having the current best knowledge
on what action is right for the present problem (evidence), and on the other
Page systematically gather knowledge about how the efforts made work in relation
for the purpose. Focusing on ensuring the right match between the child / young person and the choice of intervention
there may be a need for efforts and competences to be considered across the staircase
in order to create flexible solutions that match the needs of the child / adolescent and the family.
Only three municipalities portray having experience in working with knowledge-based choices
efforts and flexible solutions. None of the municipal representatives set out to have
the work of evidence. By contrast, the work has consisted of various knowledge-optimizing projects
and knowledge gathering through descriptions of workflows or interdisciplinary collaboration. DER-
besides, it appears from the interviews that these municipalities have most often worked with knowledge-
based choice of interdisciplinary lighting of a case as part of it
cross-cutting collaboration. In one municipality, efforts have been made to introduce knowledge-sharing networks-
workshop meetings where the subject professionals share knowledge about what works for the children while one
other municipalities have worked very closely in collecting knowledge about workflows and
cases used to qualify the case workers' future work for that purpose
on achieving greater citizen-experienced quality. In the last municipality, the starting point is that
work knowledge-based has been an interdisciplinary elucidation of the cases, which is why they have been co-located
the professional professionals from the school and daycare area, PPR and governmental advisory respectively.
protected from the specialized children and youth area. The idea has been that the relational co-
ordination supports working across the staircase and thinking about flexible solutions.
costs.
7.4
The right match
Making the right match between child / young / family and effort requires knowledge of the child,
the needs of the young person or the family, close cooperation between the general and the performing field, and in-
attraction of the child / young person and the family. The effort is then started as soon as possible to
avoid problems escalating further - and with frequent follow-up in order to
could adjust the effort continuously.

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Several municipalities have, to some extent, stated that they have worked to ensure the right thing
match. The municipalities' experience with the right match relates primarily to follow-up
the child's progression and involvement with both child and parent (see section 6.2) .
In addition, only a few municipalities speak of working with the right efforts at the right time.
point. These municipalities have gained experience with very specific types of intervention in the form of
the organization of individual, short and intensive efforts and individual intensive respectively
home-based efforts (see sections 8 .1 and 8.3). The experience is that it is in contact with the
the milieus, finding out what needs are in the family and what effort is the most
appropriate. In addition, it is the experience that a frequent
follow as family needs can change quickly.
7.5
Multidisciplinary lighting
To strengthen the matching to the right effort and support the child / young person and the family
If different needs are handled with the right skills, it is important that an interdisciplinary happens
illumination through the involvement of relevant professional competences across the area of ​​authority,
the general area and the performing area.
In the restructuring of a previous preventive effort, almost all the municipalities have had focus
on the interdisciplinary collaboration and on supporting this organizationally. Some of the methods
The municipalities have worked with are network meetings, quality assurance committees, professional forums
for the professional, knowledge days and multidisciplinary sparring meetings.
Across the municipalities, there is a consensus that it is important to work in an interdisciplinary way
specific cases. In one municipality, the work process has been set up for the family therapists
Once a week, book time with relevant professionals to discuss specific cases. The experience of
this municipality is that this workflow has been of great positive significance in relation to the
professional work. In a number of other municipalities, the interdisciplinary work is supported through
networking meetings. The common goal of these meetings is to discuss specific issues, interfaces between
professionalism and the various issues that need to be addressed. Across the municipalities
these meetings are held at different frequencies. Some hold weekly meetings, others with six
week intervals, once a month or every other month. The experience is that they are interdisciplinary
network meetings ensure that changes and developments in cases are discussed with relevant professional professionals.
tional. Several municipalities are still in a development phase around these meetings, where work is being done
with both focus and organization. Some of the challenges the municipalities are experiencing
relation to the interdisciplinary network meetings, is the organizational culture of the employees, including
how safe they are with each other, lack of knowledge of each other's skills and in one
municipal geographical decoupling between the area of ​​authority and the preventive measures-
costs. The experience across the municipalities is that the prerequisite for a well-functioning cross-
professional illumination is that there is managerial support for and management of the interdisciplinary collaboration.
work and that the organization supports the collaboration.
The experience of the municipalities is that the interdisciplinary illumination of the cases causes
more individualized specialized efforts are taught to the children and families. The experience is that
the efforts become more targeted as a result of the interdisciplinary illumination and that they are shared
Professional discussions also qualify employees' individual skills. In one municipality
you also find that through the interdisciplinary illumination of the cases as a work-
approach avoids stigmatization of the families as the problem illumination and the associated solutions
does not rely solely on the provisions of the Service Act.

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Overall, it is across the municipalities experience that the prerequisite for a successful
multidisciplinary elucidation of the cases is managerial support, a well-functioning organizational
onculture, knowledge of each other's work areas and security of each other's skills
across the municipal organization.
7.6
Close professional leadership and professional sparring in the field of government
Experience shows that the change and the new way of working lead to an increased need
for professional sparring from the professional management. Professional leaders are agents of change in the reshuffle
and must therefore thoroughly know the mindset and the staircase thinking. Present and in-
meaningful professional management is essential for systematic work on the core task after
professional guidelines.
About one third of the municipalities in the interviews indicate that they have worked closely
professional management and sparring in the field of government. Several of the municipalities state the importance
the fact that the management is close to the employees in the restructuring process (see also section 5.3 ). That
points out that the professional leaders play an important role in implementing the change of staff
Bejder level. In one municipality, the focus is on implementing the restructuring right down
at the case level. Therefore, the professional management is involved in case reviews twice a year.
The experience is that it supports a focus on what is currently being implemented,
and that most employees are positive about having the professional management so close. In a
other municipalities have given high management support to the government advisers in order to achieve
more 'hands on' management competence in connection with the restructuring - this in relation to
professional and organizational management and around effort and financial management. Therefore, have
the number of managers was upgraded from two to five, with each manager having about eight advisors
their team. In this way, the leaders have come closer to creating a common direction and
to raise counselors' professionalism in relation to early prevention work.

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8 The reorganization in the execution area
The performance area is central to the redirection to a previous prevention effort, as it is
crucial that the right action can be taken in a timely manner towards the child / young person and the family.
In order to succeed, a wide range of efforts and competences is needed,
partly that the efforts create progression in the children, the young and the families. In connection with
a reshaping it may be important to work with the six elements in the performing field. These
is presented in Figure 8.1 .
Figure 8.1
The variation in the municipalities' work with conversion to a previous prevention-
ongoing efforts in the field of execution
Note: A municipality is registered as having worked with an element if one or both municipal representatives in
to some extent, it embodies having worked on the element as part of the conversion to a former preventative
effort.
Note: The variation in the width of the municipalities' work with the elements in the execution area: Two municipalities have not worked
with some of the elements, three municipalities have worked with one element, four municipalities have worked with two elements,
three municipalities have worked with three elements, four municipalities have worked with four elements, and two municipalities have
worked on five elements. No municipalities have worked with all six elements.
Source: VIVE's interview study with municipal representatives in the 18 counseling municipalities.
As Figure 8.1 shows, there is variation in which elements the municipalities in the empirical
material expresses having worked with in the execution field. Most municipalities are focused on
development of early and preventative interventions. Next is a systematic overview of offers
and competencies as well as flexible efforts and use of competencies. Few municipalities state that
have worked with placements in either foster families or at institutions and with continuous
assessment of progression in development in relation to the purpose of the effort. In the following,
First, the main findings are related to the municipalities' work on the conversion to an earlier one
preventive action in the field of execution, and then the specific municipalities are presented-
faring with working with the elements in the field.
• Development of early and preventative interventions
13 municipalities
• Systematics and overview of efforts and competencies
11 municipalities
• Flexible efforts and use of competencies
9 municipalities
• Strengthen placement in families, networks and foster families
5 municipalities
• Support for everyday life through institutional placement
4 municipalities
• Continuous assessment of progression in development relative to
purpose of the effort.
4 municipalities

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Main Find - The Performing Area
In spite of the work on developing previous preventive measures, some
We continue to lack efforts for specific target groups
Smaller municipalities and buyer municipalities feel that they are dependent on other municipalities.
bidding of offers
Work on the staircase is important in relation to the transversal cooperation, as it can
be difficult to talk across in the municipality if employees and managers do not know,
what efforts are offered
It is more possible to work towards certain types of placement in new cases than in
cases in which the children or young people are already placed.
8.1
Development of early and preventative efforts
Development of early and preventative efforts supports the availability of suitable offers 16 for all
children / adolescents who are being tracked and in need of preventative action. As shown in Figure
8.1 , 13 municipalities have been working on the development of early and preventative efforts, and they are
thus the aspect of the performing area that most municipalities have experience with.
A greater proportion of the municipalities have completed work on mapping the supply swings and
to adjust and develop early and preventative efforts. Some municipalities have focused on them
lower steps on the staircase, while others have focused on the higher steps. Some municipalities
have made major changes, while others have made minor changes. One concrete
example of a minor change of the staircase is a municipality that has made it possible to
apply networking meetings at all stages. This means that a notification is no longer required,
so that a network meeting can be held, but that network meetings can be held earlier and more
flexible when the need is there. In addition, there has also been a development of offers that too many
municipalities can be offered in accordance with section 11 of the Services Act, where the individual efforts have been adjusted,
or new ones have been added.
Some of the municipalities that have made changes to the lowest steps on the staircase,
writes, among other things, how PPR has established efforts for children with anxiety and mental health issues.
claims with both individual and group treatment. In addition, there is the work
with the preventative and counseling offerings in schools and in day care as well as for parents.
Several of the municipalities that have worked with the more radical steps on the stairs have developed
efforts on the step just before placement with relatives or networks in the form of intensive, interventional
and compensatory efforts at home. Other municipalities are developing similar
intervention efforts, but have not yet fully implemented them.
A number of municipalities have invested in a number of evidence-based programs and methods,
under Minding the Baby, PMTO 17 , DUÅ, Cool Kids and Sandplay 18. The costs associated
with competence development in the evidence-based methods is a challenge mentioned by
several municipalities in cases where the efforts are carried out by the municipality's own employees.
16
Offers can be various entities, professional groups and competencies organized to provide services. The service can be provided
as a day or day service and be outpatient or outgoing.
17
Parent Management Training - Oregon (PMTO) targets parents with children aged approx. 3-17 year olds outward-
corrected problem behavior, eg ADHD, hyperactivity, depression or similar issues.
18
Sandplay is a method of working on the child's premises through play and drawing of figures in sand. this gives
the child the opportunity to express himself.

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Employee turnover challenges the stability of the evidence-based efforts because it is
costly to send new employees on skills development. Even when the municipalities want
happens to send more staff off, teams may not be set up if they do
other municipalities do not sign up.
Several of the municipalities find that the work on the staircase has been challenging and taken
longer than expected. Some municipalities find that the work of developing early and early
Building efforts can be a particular challenge for smaller municipalities and for the buyer community.
who do not have the opportunity to offer the bets themselves. These municipalities depend on
other municipalities 'offer of interventions, including that the offer matches the buyer's municipalities' needs.
court for stakes. This applies to both the municipalities that are actively working on early development
preventive measures, and the municipalities that have not yet started this work.
Some municipalities continue to lack efforts for specific target groups. A municipality
points out that there is a general lack of redeployment of efforts to young people, including in particular
takers of remnants. Another municipality is demanding knowledge about school refusal and mental illness.
and the experience is that, for example, Cool Kids' anxiety disorder is not sufficient to deal with these
challenges.
8.2
Systematics and overview of efforts and competencies
Systematics and an overview of efforts and competencies are necessary to be able to implement
the right effort. At the same time, this knowledge can be used as management information for the purpose
development of the offer range. As shown in Figure 8.1, 11 municipalities have worked with system-
matics and overview of efforts and competencies.
In several municipalities, a general inspection of the supply swings has been carried out, including the work
to identify any deficiencies in efforts in relation to the staircase - this to ensure
a comprehensive range of offerings at all steps of the staircase. The experience in the municipalities is that the work
with the staircase has been important in relation to the transversal cooperation since the experience
is that it can be difficult to talk together across the municipality, whose employees and
managers do not know what efforts are actually being offered in the municipality. The staircase is in several
municipalities thought fully into the general area to support the overall municipal overview
of possible efforts for children and young people in distrust.
The municipalities have different experiences in making the stakes and knowledge of the range of offers
widely available. In one municipality, the offer range has been digitized so that it is available for
all the municipality's employees. In another municipality, people have worked on connecting concrete
offers for the various steps on the children's ruler with brief descriptions of the type
help that can be sought at every step, which schools and daycare providers find very useful.
A third municipality has learned that the work on the staircase and the offer swings has given one
overall overview of the offers and clarified who is responsible for them, which has been
appropriate as the performers are located in different places.
Some municipalities have experienced challenges in the work on the bid-ask spread. Some municipalities have
experienced that capacity can be a challenge, even if the offers have the right design.
In addition, a smaller municipality experiences a contradiction between having a well-
written and fully specified offer range on the one hand, and on the other hand the necessity-
that of being able to organize flexible efforts. Due to the municipality's limited organization,

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nisatorial size is the experience that it is necessary to base the efforts on relational
unique competencies and adapting the offerings to the needs of the target groups rather than having well-
written firm efforts.
8.3
Flexible efforts and use of competencies
To meet the different needs of children, adolescents and families,
that the supply range has sufficient breadth and flexibility. As part of the reorganization, there must be higher
focus on specialized plans that shape the needs of the child / young person
for special seats. Therefore, it is important that the effort is planned based on it
context and everyday life in which the child / young person and the family are located
it is necessary to put together efforts where different offers and competences complement each other-
other. As shown in Figure 8.1, nine municipalities have worked with flexible initiatives and
use of competencies.
In several municipalities, the experience is that organizational change in itself can help to
promote cross-border cooperation and help to make efforts more flexible. One coming
mune finds that a wide range of offers makes it possible to combine flexible bets
targeted to the individual child / adolescent, and that this also leads to better utilization
of the diverse competencies of the broad group of employees. However, the experience is that they
On the other hand, piecemeal efforts require a greater focus on measuring the effort than they do-
cold standing stakes do. In addition, the requirement to continuously assess the progression in
efforts. In another municipality has a merger of family consultants and
youth consultants from two different centers have meant that the employees have received much more
Look at each other's skills. The experience is that the employees to a greater extent than before
considers the different perspectives and efforts in the families, for example by
the consultant for the young mother collaborates with a family consultant to get the family perspective
illuminated.
Several municipalities have good experience in giving employees more free hands to prepare-
record the necessary efforts for the family in, for example, the school, day care center or in their own home. One
municipality bases their approach on the idea that the efforts will be more likely to succeed-
kes if employees come into the families as early as possible and offer support to them
relationships that the family itself defines as a need. In practice, this means that
various Section 11 efforts under the Services Act directly and without visitation. In several other
muner, the section 11 grant under the Services Act has been amended as a means to ensure greater flexibility
and at the same time be able to act faster when the need arises. In one municipality, the government advisory
for example, the protection is not necessarily involved in the allocation of a section 11 effort under the Services Act, which
can be initiated directly by the employees of an independent Section 11 team. In another municipality
the very flexible section 11 measures under the Services Act are supplemented by more permanent offers such as
DUÅ, mother groups for young mothers and others In this municipality it is thus in the same unit
possible to offer both the more flexible and tailor-made solutions and implement them more
fixed offers.
The intensive, interventional and compensatory efforts in the home that individual municipalities have
developed at the stage just before placement (see section 8.1) is also highlighted by the municipalities themselves
such as flexible bets that make use of different competencies for different periods of time, including
also evening and weekend. In addition, a number of municipalities have worked to establish flexible

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efforts in collaboration with, for example, doctors, midwives and job centers in relation to young people in a vulnerable setting
position.
8.4
Strengthening of placements in families, networks and foster families
As a starting point, children and young people should grow up with a normal everyday life, which among other things
other means that the placement of children and adolescents must be in such a homely environment as
basis. Therefore, family, network, and foster care placements are preferred over institutional
placements. As shown in the table, only five municipalities have agreed to work with
strengthening of placements in families, networks and foster families. Presumably this is an expression of,
that work on strengthening placements in families, networks and foster families has been the focus of
many municipalities for a number of years, why this work in some municipalities does not di-
The right has been prompted by the change to a previous preventive effort.
The municipalities that state that they have worked with the area point to positively altered locations.
care patterns for foster families: more are placed in foster families who are simultaneously receiving increased
support. One municipality has good experience in using foster families for short-term placements.
watching while working intensively with the family. Some municipalities have intensified their use
of family counseling and networking meetings specifically to increase the degree of placement
in network care.
One of the challenges that some municipalities experience in strengthening the use of
related to family, network or family care is that it is much more possible to work in
direction of certain types of placement in new cases than in cases where the placement already has
lasted for several years. However, a few other municipalities are successful in relocating institutional facilities
children and adolescents for foster care placement.
8.5
Support for everyday life through institutional placement
If the child or young person needs placement at an institution - as a starting point
focused and for a short period of time - it is essential to ensure as ordinary everyday life as possible.
As the table shows, four municipalities indicate that they have worked with support for
connection to everyday life through institutional placement. It is also relevant here to be
note that this may be an indication that many municipalities have been working for a number of years
to change the placement pattern, which is why the municipalities do not consider the change of placement
the area that was directly caused by the change to a previous preventive effort.
In two municipalities, it has been found that short-term placements as a result of the shorter placement
Periods themselves support the maintenance of the child's or young person's everyday life. In a
another municipality has established a special project with a flexible housing institution, supported
of external fund where it is possible to enroll the whole family and put together an in-
Tensive short-term efforts tailored to the challenges of the family. The affixing of the whole
the family is considered by the municipality as a 'pit stop' in the families' lives rather than a permanent solution. IN
a single municipality has started a project on volunteering in the placement area there
must support everyday life perspectives, including in particular the aftercare efforts. The local authority
however, has no concrete experience with the measure yet.

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8.6
Continuous assessment of progression in development relative to
the purpose of the effort
It is necessary to continuously monitor the results of the efforts by evaluating specific goals
for development and progression, formulated with child / adolescent and family so that it becomes
possible to adjust the stakes as needed. As Figure 8.1 shows , four municipalities have worked
that with continuous follow-up on progression in relation to the purpose of the effort and this
especially in the section 11 offers under the Services Act.
A single municipality has experienced that a focus on early and flexible efforts with a loose structure
can create challenges with continuously assessing progression in relation to the purpose of
efforts. The municipality has chosen to have a relatively free framework for organizing them
preventive measures in cases where it is considered to be a delimited one
problem that can be solved with a preventive effort (Section 11.3 of the Service Act). The local authority
however, experiences a disconnect between early prevention efforts and the area of ​​government,
where the area of ​​authority first acquires knowledge of the child or young person if the preventive in-
rate does not work as expected and therefore a notification is sent. The municipality works there-
to ensure a smoother transition from early prevention efforts to governmental
the area without compromising on being able to take preventive action quickly.
In another municipality, they succeeded in ensuring that a case goes to the authorities.
the area in the event that the preventive action is not sufficient as expected. This
by introducing rules and procedures that partially delineate the preventive offer, for example-
show by setting a ceiling of up to 10 conversations with the child, young person or family
subsequent mandatory follow-up. The experience in the municipality is that this helps to ensure that
that a case does not linger in the preventive measures, but instead either as
the expectation can be terminated as a result of the § 11 effort or passed on to any children-
professional examination (under the Services Act).
Some municipalities describe that they assess the progression of the case much more frequently than in the past.
and that they have good experience using the FIT meta-method, which supports a di-
direct, continuous assessment of progression as a result of the effort. The municipalities experience,
that they have become better at setting measurable goals in the action plans and by limiting themselves to
set few and important goals. In one municipality it is also the experience that the families to a greater extent
feel seen and heard as a consequence of their influence on the setting of the few, close goals.
On the other hand, another municipality considers it difficult for the trade professionals to finish
the cases when the goals are reached.
The municipalities that describe their good experiences with the use of FIT are also among them
municipalities, which emphasize in particular the need to follow developments closely. It is
it is not possible to determine whether the high ambitions are a contributing reason for their choice
to implement FIT, or whether the choice of the use of FIT has made the high ambitions
possible. It is also possible that the two relationships interact with each other.

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9 The reorganization in the general area
Experience from the partnership municipalities, for example, shows that the general area, including schools,
day care, PPR, UU, Healthcare, SSP and others, are central to the conversion to a former
preventive action. It is in the public domain that the majority of children and young people are affiliated,
and this is where they have to thrive in everyday life. This means a stronger collaboration between boats
authority and the public domain and between the executor and the public domain are needed, as is
the general area must be considered independently in the reorganization. The conversion to a former
restructuring efforts in the general area are characterized by the elements in Figure 9.1 .
Figure 9.1
The variation in the municipalities' work with conversion to a previous prevention-
ongoing efforts in the general field
Note: A municipality is registered as having worked with an element if one or both municipal representatives in
to some extent, it embodies having worked on the element as part of the conversion to a former preventative
effort.
Note: The variation in the width of the municipalities' work with the elements in the general area: two municipalities have worked with
one element, eight municipalities have worked with two elements, six municipalities have worked with three elements, and two
municipalities have worked with all four elements.
Source: VIVE's interview study with municipal representatives in the 18 counseling municipalities.
In the study of the municipalities' experiences with the conversion to a former preventive
in the public domain, it is important to note that the interviewed leaders and
you mainly represent the specialized area. The data base thus builds
primarily in the specialized area's experiences and experiences with the conversion to a former
preventive efforts in the municipalities and reproduce the assessment of the leader and the rector
experience of how work has been done on the restructuring in the general area, including which ones
elements of the concept of the change they have been working on.
As Figure 9.1 shows , most of the municipalities focus on early prevention,
early detection or support of everyday life. Few municipalities focus on school
as a protection factor. The typical municipality focuses on two of the four elements in total. There is
no clear connections between what specific aspects the municipalities have worked on
with. For example, some municipalities have worked with a combination of early prevention and
support of everyday life, while other municipalities have worked with a combination of
early prevention and early detection. First, the main findings are presented in relation to the
the work of restructuring to a previous preventive effort in the general area, where-
according to the municipalities' concrete experiences with the restructuring related to the general area
presented.
• Early prevention
14 municipalities
• Early tracing
13 municipalities
• Support for everyday life
11 municipalities
• School as a protection factor.
6 municipalities

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Main Find - The General Area
The motivation for switching to a previous preventive effort is more difficult to establish
among the employees in the general field
It is central to clarify the importance of the role of the public domain in relation to early detection
It is essential to involve the public area early in the transition to support ownership
to the rescheduling
It makes a positive difference that the reshuffle is common anchored across the public domain and
the specialized area
Collaboration with the general area involves several management teams, staff groups, budgets
and priorities, which require a lot of resources and a sustained management focus
Wide involvement of the general area in the work around the restructuring is made more difficult by the fact that
the staff group in the general area is very large.
9.1
Early prevention
Early prevention in the general area makes it possible to work with primary prevention of
distrust for all children and young people. The ambition is to work with preventive measures that are in place
purpose of preventing (social) problems from arising or initiating very early preventative measures;
rates for individual children / adolescents or groups at incipient signs or risk of being dissatisfied.
The means for this are, among other things, strong communities that support well-being, health and learning.
As Table Figure 9.1 shows, 14 municipalities report that they have been working on early prevention
in the general field.
In their work with the staircase (see section 8.2 ), some municipalities have extended it to
include efforts in the general field. In this way, these municipalities have integrated them more easily
efforts that are already taking place in the general area, in the staircase together with the specialist
prepared efforts in the family department. One municipality finds that the overview of the total in-
The staircase has allowed the public area to see how they can to a greater extent than before
use section 11 procedures according to the Service Act in combination with their own preventive measures.
Some of the municipalities have focused on building the overview and knowledge of the offer-
the fan among all the employees by focusing explicitly on the supply swing in the municipality's di-
strict competence development. The offers in the general area may be, for example
anchored at PPR, which carries out individual courses or group offers for children and young people with
anxiety or mental challenges. It can also be advice to families in the form of anonymous
counseling, family counseling or family counseling associated with schools and day care centers
the menus instead of the family ward. This type of effort is typically rooted in family affairs.
why contact and anchoring in school and daycare is not yet fully implemented-
featured. The experience in some of the municipalities is that the establishment of the knowledge of the range of offers in
the general area is a big task and it takes a long time before daycare and schools independently
begin to mention and refer to the municipality's offer.
A general challenge that the municipalities have been working to change is the perception that
the challenges of children and young people must be handled by the specialized area. In some municipalities
you find that in the general area there is an expectation that, for example, the family department must resolve
challenges. In line with this, several municipalities tend to first contact PPR
and possibly the subsequent family department, when all possible efforts in the general area are reached

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has been tested. However, the ambition in several municipalities is to bring the specialized competences into play
as early as possible to equip the public domain to handle the challenges. Therefore, the
The Muns worked to change the culture to the fullest extent possible to the challenges of children and young people
extension must be resolved in the public domain by involving other actors as soon as possible;
and including by developing competence in the general field.
Several municipalities have worked in various ways as part of early prevention
health care. One municipality describes how health care should to a greater extent itself
be able to take relevant action against the families with whom they are in need
for an effort. Another municipality has worked with an interdisciplinary infant team where
childcare centers for children and families can be discussed, while a third municipality has initiated that family-
the ward participates in their mothers' groups for vulnerable mothers, making it possible faster
being able to respond to social problems. The parent preparation offerings are highlighted as
an important aspect of primary prevention.
According to several municipalities, the change in the general area is characterized by a number of challenges,
which generally applies to both early prevention, early detection, support-
protection of everyday life and school as a protective factor. First, it is the experience that there
is more direct management force in the reorganization of efforts in the specialized / social environment.
advise. The experience is that collaboration with the general area involves several management teams,
groups, budgets, priorities, etc., which requires a lot of resources and a
shifting management focus. Second, challenges are experienced due to differences in size
in the employee and citizen groups in the general and specialist areas respectively. Although one
municipality takes many teachers and educators to courses and boarding schools, they often form a rela-
a small proportion of the total staff group in the general area. It can make it difficult-
to create motivation for and maintain the change. In addition, it needs to be
aware of the large group of children and young people in the general area who are not in a vulnerable position
or at risk of getting it. In one municipality, children and adolescents in vulnerable positions are assessed ex-
for example, to account for just over 5% of the total target group in daycare centers and schools. Among
school leaders, daycare managers and staff can special initiatives aimed at this group,
experienced as disproportionately demanding in relation to the core task.
Generally speaking, there are a number of factors that are perceived to be of significance for the conversion to one
previous preventive efforts in the general field. First, the professional professionals' rela-
tions to each other are crucial to cooperation. The change requires professional professionals who are
willing to invest time in their partners in the specialized field, which requires
spend many resources in the period until the relationships are established. Second is the experience,
that it is appropriate to have local ambassadors in the general field who can see the idea
with the collaboration. The experience in one municipality is, for example, that one would have a much higher degree of involvement.
be the general area from the start if you were to start the changeover again - this in order to
support that the change to a previous preventative effort became a joint project and not
a project in the specialized field involving the general field. Several municipalities have
experienced that it was possible, precisely because these necessary prerequisites existed
to change the mindset in the public domain, so that the public domain's great importance for
laying, including for children and adolescents in vulnerable positions, has become apparent to them.

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9.2
Early tracing
Early detection in the general area is crucial for the conversion to a previous preventative
effort. With a previous detection of children and adolescents who are in dissatisfaction or in an exposed or
vulnerable position, it will be possible to implement the necessary measures more quickly and to a greater extent
to implement them in the public domain. In order to fulfill this possibility, it is necessary that the
educators, teachers, health care providers, etc. who are in contact with the children and young people, have
the skills to recognize early signs of dissatisfaction and risk factors. It implies among
other skills and knowledge about vulnerability and social problems, concrete and local action
directions as well as a common language across the disciplines. As Figure 9.1 shows, 13 indicates
municipalities to work with early detection.
The municipalities have different experiences with the work on early detection. In some
mouths have just begun the establishment of a collaboration on tracking with all-
the men's area, including schools, day care facilities and health care. In other municipalities,
easy long-term collaboration with the general area on early detection. In these commu-
It is the experience that just the collaboration around the early detection has made a positive contribution
for cooperation, both across the general area and between the general area and the specialist area.
ready area. Several municipalities highlight the improved cooperation as one of the most mar-
Edge changes caused by the change to a previous preventive effort. In some
mouths is the experience that especially cooperation with the health care and midwives have bi-
benefited from the early detection.
Across the municipalities, various measures have been taken to support the interdisciplinary
collaboration on early detection. Some municipalities work with district-based cross-
professional teams that support schools and day care in early detection work, and these
teams are highlighted by several municipalities as central to the collaboration. They are usually together
employed by advanced social workers with or without government function, teachers, educators
in schools and day care centers and various combinations of other disciplines such as PPR, occupational therapy
therapists, healthcare, speech-hearing educators, etc. The experience of a number of municipalities is that
it can be an advantage with regular, through-going people in the cross-border collaboration.
The experience is that it is only when daycare facilities, schools and other partners have built up
a trust-based relationship that the knowledge and skills of the various professionals become an integral
quite a part of the interdisciplinary practice.
The importance of the relational is not only highlighted in the municipalities that have established interdisciplinary
even district teams, but also in municipalities that have introduced advanced counselors who provide
sparring to managers and employees in case of suspicion of dissatisfaction with a child or young person.
Across the municipalities that have introduced advanced social workers, there are varying organ-
niseringer. In some municipalities, the advanced social counselors are affiliated with particular schools and
daily specials and are available for a fixed period of time with a fixed cadence. In other municipalities can
the advanced social workers are called in as needed. Across the municipalities there are different
experiences of how determined the work of the advanced social workers is. In some municipalities
the experience that it has been necessary to establish a fixed common practice and regular meetings
to ensure that early detection does not depend on the individual principal or day care provider.
leaders prioritize collaboration. In one municipality, however, it is the experience that it is just that
local adaptation of the collaboration, which is the strength of the municipality's early detection model. In this
municipality has good experiences to a large extent to allow fixed interdisciplinary teams to be local
managed so that each district decides what they can use their multidisciplinary team for and how.
According to the municipality, this means that the interdisciplinary teams are adapted to the individual day care or it

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needs of individual schools, which may vary due to differences in area geography, size and
socio-economic profile.
Several municipalities have made different considerations in relation to whether the advanced social councils-
donors must have governmental or advisory functions only. In one municipality it is
the experience that it is of great importance for the counselors' opportunity to get close to families
faster that the advancing advisers do not have authority function. They advanced advisors
can then act as bridge builders to the government department if it becomes relevant to
open a case. In the municipalities where one has chosen that the advanced social workers have one
government function, the government function is usually limited to § 11 stakes after
Social Services. In one municipality, for example, it has been arranged so that the advanced adviser and
the relevant employees from the general area jointly decide how the § 11 effort
according to the Services Act must be organized to support the child or the young person's everyday life
school or daycare.
The experience in a large part of the municipalities is that a common language of vulnerability and concern is
necessary for effective detection. Specifically, one municipality feels that the lack of a common
language makes the early detection and cooperation generally difficult across the professional groups
in the general field and the specialized field respectively. This, despite the fact that the municipality
organizational culture is positively emphasized in relation to early preventative work, and on
despite the municipality having held themed events across the staff groups. Up-
living is that the culture of the municipality in relation to early prevention work is necessary,
but not sufficient to ensure systematic early detection and cooperation between all-
the men's area and the specialized area.
Some of the counseling municipalities have chosen to implement joint detection tools
across the public domain. The implementation of a common tracking model is not necessarily
crucial for the conversion to a previous preventative effort, but the experience is that it can
support the establishment of a common language and systematic approach across disciplines. IN
one municipality is the experience that the implementation of a common tracking tool has been
the response to the public domain's expressed need for a common method and common language around the
stuckness. In the municipality, it was not stated in advance that a common tracking
model, before the needs of the general public pointed it out. In other municipalities it has, from one
started the conversion to a previous preventive effort, the intention was to introduce one
common tracking model. The method of choosing the tracking model varies across communica-
agencies. In some municipalities, it has been a management decision which model one would adopt.
In other municipalities, you have developed a model yourself, while in a single municipality you have
chosen to involve the general area broadly in the selection of the common tracking model.
A number of municipalities are experiencing positive results from the early detection, not only in relation to
detect more children and adolescents in distrust, but also in relation to improved quality in the sub-
directions being worked out. For example, in one municipality, people have worked specifically with dialogue-based research.
where parents are involved in the problem understanding and the content of the notification, which
in many cases it is experienced to improve cooperation with parents. In another municipality,
the notifications prepared by cross-district counseling teams are identified. Up-
the realization is that the increased quality of the notifications causes a faster response
on the misery of children and young people. In a single municipality, however, one experiences that - as a result
the work of early detection - has focused too much on the individual child's challenges and
diagnoses rather than looking at the context of the child. The experience in the municipality is that the early
Detection is a necessary means to succeed in the conversion to a previous preventative

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effort, but that it is a means that must be balanced so that detection is not automatic
leads to an exclusion of children and young people from the general area.
9.3
Support for everyday life
All children have the right to as ordinary everyday life as possible, and one learns to act in one
everyday life by being a part of it. Therefore, as far as possible, all children must remain positive
affiliation with day care, school, leisure interests, friends and networks. In planning an in-
rate may, for example, require that specialized competences be brought into play in everyday life.
the arena in the public domain. As shown in Figure 9.1 , 11 municipalities have worked with un-
support for everyday life in the public sphere.
The municipalities' support for everyday life in children and adolescents in dissatisfaction relates to pri-
especially for school and day care and to a lesser extent for hobbies and social networks. It may
is due to more or less conscious choices in municipalities that support the children and the children
Young people's learning in school and day care is most important, but it can also be an indication that leisure time
interests and social networking are more difficult for municipalities to support. A municipality that
has just begun a collaboration with civil society around vulnerable children and adolescents because
you see a great and unresolved potential in this, for example, find it very difficult to establish this
Cooperation.
Several municipalities express it as a central ambition to include more children and young people in the north.
malområdet. However, the experience in several municipalities is that it is a difficult task to change
the culture that, in many cases, the challenges of children and young people should and can be solved as a starting point
related to the public domain. A municipality that has carried out targeted competence development
of teachers and educators to identify dissatisfaction, find that it has been necessary
an equally important focus on changing the general area's view of specialized competences. Time-
moreover, the municipality has been of the opinion that the specialized competences were some which
the general area could call in so that the specialized skills could help the children and
the challenges of young people, where today they use their specialized skills to a greater extent
to support the general field in establishing an effort at the school or day care center. In another
The municipality found that the general area lacked knowledge of what and how much help
they could get from the specialized area. The experience was not that there was unwillingness in the public domain -
that compared to launching efforts against children and young people in dissatisfaction, but that on
the general area was not aware of how the specialized competences could be brought into play
in relation to supporting the efforts of the public domain.
In a number of municipalities, various approaches have been used to ensure support for everyday life.
the lives of children and adolescents in vulnerable positions. In one municipality, experience is the most important thing
to ensure support for everyday life, there have been repeated discussions between the general public-
that and the specialty area on understanding inclusion. Another municipality has created a cross-
professional competence center in schools and day care centers to bring the exclusion rate down. Similarly
For example, other municipalities have set up a sparring unit where a psychologist and a social council-
gives together visiting schools and day care to support the general area's work with in-
clause in the specific context in which the children and young people are or have chosen to:
the municipality's advanced function consists of both social counselors and family carers.
Several municipalities are also working on initiatives that, to varying degrees, focus on in-
rates in the home and in the general institutions. In one municipality, the support educators who
malt makes progress with the children in the day care itself, creating a home-based effort. If

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it makes sense to the child, the associated support educator can thus continue the efforts in
home. Another municipality offers all families where the child receives a specialized in-
rate, a DUÅ course. According to the municipality, this approach was chosen because they saw that they
professional professionals' efforts in the day offers in many cases turned out not to have the
ted effect due to family conditions in the home. In addition, several municipalities experience that
described in section 9.1 , that the combination of section 11 offers according to the Services Act with offers in the general public-
the council has had a positive impact on the support of children and young people's everyday lives.
9.4
School as a protection factor
Research in the field points out that the greatest protective factor for vulnerable children and adolescents
long-term development is to do well in school. Therefore, it is central to the change to one
previous preventative efforts to ensure that children and young people are learning and educated and supported
schooling, no matter what effort they receive. As shown in Figure 9.1, only illustrates
six out of the 18 municipalities to focus on working with school as a protection factor in
related to the transition to a previous preventative effort. No municipalities have ar-
worked with school as a protective factor without simultaneously working with two or three of the others
elements of the reorganization in the general area.
Much of the municipalities work on redirecting to a previous preventative effort in relation
to support the daily lives of children and adolescents, described in Section 9.3 , as well as directly
as an indirect influence on the work on the element school as a protective factor. Therefore, can
a large part of the municipalities' work to support children and young people's everyday lives is also seen
as helping to support the school as a protection factor. At the same time, however, it is clear,
that relatively few of the counseling municipalities directly express learning, including schooling, as one
independent focus in the reorganization. This may be because learning and schooling are implicit in
the municipalities work in support of the children and the young people's everyday life, but that
may also be due to a stepwise logic in the municipalities, where it is considered necessary first
ensure a good connection with everyday life and then work to support learning.
Among the municipalities that explicitly set out to have worked with school as a protection
For example, some municipalities have, for example, focused on learning for the children who are in school.
ledagbehandling. There is a strong focus on whether the children and young people are actually learning what they are
must, and whether the children are moving in the right direction, or whether their learning is best ensured
easy place in a special school. Another municipality has had a special focus on establishing one
youth strategy in collaboration with the job center, where there are fixed procedures for cooperation between
forget about the specialized area and the job center in relation to young people with a high school absence.

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10 Cross-cutting overview of counseling
the municipalities' conversion to a former one
preventive action
As mentioned, it varies how long the municipalities have been working on the change
for a previous preventative effort. The municipal representatives in the interviews
It is easy to see that many of the ambitions of the restructuring have not yet been fulfilled. From im-
plementation research knows that major change initiatives take up to 10 years to implement-
tere (Kirst & Jung, 1982). Therefore, it is not expected that the coun-
has fully implemented the elements of the concept of conversion to one
previous prevention efforts. At the same time, there may be some temporal dependencies between
loosen the elements of the rearrangement. This, for example, requires early detection
of children and adolescents in vulnerable positions before it is possible for the area of ​​government to arrive early
into cases and potential cases. Similarly, there must be systematic, close contact and frequent
follow-up of the cases before ensuring that the effort continuously matches the child's, the young person's
or family challenges. Therefore, it is interesting to investigate which elements are on
across the municipalities has been the focus in the first years of implementation.
The cross-cutting look at the municipalities' work with the elements of the reorganization to
a previous preventive effort can give indications of where the municipalities have had theirs
focus in the rearrangement, and also give indications of potential context elements
between 19 . As can be seen from Chapters 5-9, there is variation in how many of the advisory
the munitions that in the interviews show that they have worked with the various elements of the concept
for restructuring to a previous preventive effort. Figure 10.1 gives an overall and transverse
end overview of the reorganization of counseling municipalities and shows the variation in how many of them
the municipalities that portray having worked with the individual elements. The figure illustrates
thus across the municipalities, where the weight of the restructuring has been. Items selected
with dark red color are the ones that most of the municipalities have focused on when working with
laying (more than two-thirds of municipalities); elements highlighted in medium red
are elements that between one-third and two-thirds of municipalities have worked with, while
the pink color indicates that less than a third of the municipalities have worked with
element.
As can be seen in Figure 10.1, a large part of the counseling municipalities have focused on ele-
the elements of the restructuring at the strategic and organizational level and at the elements of the
team for collaboration and coordination. A large proportion of the municipalities have also focused on one
part of the elements in the field of government and the general field. Across counseling
there has been the least focus on the execution area and the range of offers. Overall indicates
this, that most of the counseling municipalities in the first years of implementation of the former
preventive efforts have focused on the elements at the strategic and organizational level,
on establishing cross-border collaboration and coordination, and on implementing change-
preferably in relation to some of the elements in the field of government and the general field.
19
On the other hand, it is not possible to elucidate whether there is a causal relationship in relation to whether municipalities that have, for example, worked
with certain elements at the strategic and organizational level, also typically worked with certain elements on
eg the area of ​​authority.

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63
Figure 10.1 Overview of the variation across the counseling municipalities' work with
redirection to a previous prevention effort
Note: Dark red color indicates that more than two-thirds of municipalities report having worked on the element.
Medium-red color indicates that between one-third and two-thirds of municipalities report having worked with
the element, while the pink color indicates that less than a third of the municipalities portray having worked
with the element.
Source: Strategic framework and professional direction, National Board of Health and Welfare, 2018.
In the cross-cutting look at the municipal work there are also indications of patterns of the individual
elements in between. Overall, there are indications that a large proportion of the municipalities have had
focus on interdisciplinary cooperation in the municipality in the transition to a previous prevention-
Strategic and
organizational
Political
awareness
Together-
hanging
management chain
Professional management
and ownership
to the direction
- all the way
round
incentive
structures on
across
transparent
tightness and
follow up
on goals and
results
Collaboration and
coordination
Hverdagslivs-
perspective
resource
oriented and
participatory
approach
Collaboration on
across
disciplines
- a holistic
oriented and
coordinated
effort
effort stairs
- in a timely manner,
relevant and
systematic
effort
Authoritative
the area
Early entrance
in cases and
potential
cases
systematics,
close contact
and frequent
follow up
knowledge
based choices
of stakes
and flexible
solutions
That's right
match
multidisciplinary
lighting
Close professional
management and
sparring
Udfører-
the area and
deals range
Development of
early and
preventive
bets
Systematics and
overview of
bets and
skills
flexible
bets and
use of
skills
Reinforcement
of
placements
in kind,
network and
foster families
Support
of everyday
life knows
institution-
placements
continuous
evaluation of
progression i
the development
in relation to goals
with the effort
Public-
the area
Early
prevention
Early
tracing
sup-
count of
everyday life
School like
protective
factor

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64
ongoing efforts. For example, a large part of the municipalities have focused on the element 'Incita-
cross-organizational structures 'at the strategic and organizational level, the element' Cooperation
across disciplines - a holistic and coordinated effort 'in establishing it
interdisciplinary cooperation and coordination, the element 'Interdisciplinary lighting' on the authorities
the Council and the elements 'Early prevention' and 'Early detection' in the general field, both
are elements that require interdisciplinary collaboration. Conversely, fewer municipalities have been focused on
the element 'Everyday life perspective' in the cross-cutting collaboration and coordination, which
the same applies to the elements' Support for everyday life 'and' School as a protection-
Session factor 'in the general area and' Support for everyday life in institutional settings'
below the execution area. Overall, this indicates that some of the municipalities have not yet been reached
to focus on the everyday life perspective in their transition to a former preventative
effort. Similarly, fewer municipalities have focused on working with the element 'Knowledge Base-
selected choices of efforts and flexible solutions' and 'The right match' in the field of government
as well as the elements' Systematics and overview of efforts and competences' and 'Flexible in-
rates and use of skills' in the field of performance, which indicates that part of the
the municipalities have at this time to a lesser extent focused on the effort part in the reorganization
scheme.

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Literature
Andersen, SH et al., (2013). When placing a child II. Causes, effects of plea-
measures and consequences. Rockwool Funds.
Andreassen, T. (2003). Treatment of youth in institutions - what does the research say? Came-
municipal publisher.
Egelund, T. (2006). Collapses in placements - A research overview. SFI.
Egelund, T. et al. (2009). Placed Children and Adolescents - A Research Summary. SFI.
Egelund, T. et al. (2010a). Collapse in placement of adolescents - Experiences, explanations and
the reasons behind. SFI.
Egelund, T. et al. (2010b). "It's my family, after all!" - stories from children and young people in the family
care. SFI.
Egelund, T. et al. (2011). Effects of genealogy - Gender-based children and adolescent development
compared to foster children from traditional foster families. SFI.
Heckman, J. (2012). The Case for Investing in Disadvantaged Young Children. European Ex-
pert Network on Economics of Education
Iversen, K., Thau, M. & Kloppenborg, HS (2019). Municipalities' perspectives on central
challenges in the field of children and young people. VIVE. Copenhagen.
Kloppenborg, HS & Wittrup, J. (2015). Vulnerable children - who are they, where do they live and how
are they doing well in school? Copenhagen: KORA.
Kirst, M., & R. Jung (1982). The Utility of a Longitudinal Approach in Assessment Implementation
tion: A Thirteen Year View of Title 1, ESEA. In: Williams, W., R. Elmore, RP Nathan & S.
Mac Manus (ed.): Studying Implementation: Methodological and Administrative Issues.
Chatham. NJ Chatham House Publishers.
Lausten, M. and Jørgensen, T. (2017). Placed children and young people's well-being 2016. SFI.
Mathiasen, SH et al. (2010). Offers and expenses for vulnerable children and young people: Denmark in relation
to Sweden and Norway in 2002-2008.
Mathiasen, SH et al. (2011). The Swedish model. A first close-up of the Swedish practice
say in the area of ​​vulnerable children and adolescents.
Mathiasen, SH et al. (2012). Close to a Swedish municipality: Inspiration from Borås Municipality
practices in the area of ​​vulnerable children and adolescents.
Ottosen, MH et al. (2015). Placed children and young people's well-being 2014. SFI.
Pedersen, HS & Kloppenborg, HS (2017). Final evaluation of Herning Municipality Sweden-
sprogram. KORA, Copenhagen.

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The National Board of Health, Herning Municipality, Haderslev Municipality & Hvidovre Municipality (2018).
Strategic framework and Professional direction: concept of conversion to a former preventive
efforts for children and young people in vulnerable positions. Socialstyrelsen, Odense.
The National Board of Health and Welfare (2018): Evaluation of the restructuring of efforts for vulnerable children and adolescents. re-
performance and analysis report . Socialstyrelsen, Odense.
Vinnerljung, B. (2011). Help foster children to do better in school. In A. Fredriksson and A.
Kakuli (red): Another home. About society's responsibility for placed children, pp. 51-68. Stock-
islet: Gothia publishing house.

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Annex 1
Experience collection survey
sesdesign
In connection with the 2016 pool pool negotiations, funds were set aside to support the country's
municipalities in the transition to a previous preventive effort in the children and adolescents area. On
For this reason, an outgoing counseling team was established by the National Board of Health and Welfare for this purpose
to provide technical advice to the municipalities on the restructuring of the effort.
In total, 24 municipalities received advice during the period 2016-2019. Of these, 18 counseling
races ended at the end of the first quarter of 2019, while the remaining six courses
tes completed in the fourth quarter of 2019. This collection of experiences is based on the experience of
paving the way for a previous preventive effort in the 18 counseling municipalities where counseling-
the course of experience at the start of the experience collection was completed. This is to ensure that experience
the collection is based on experiences in municipalities that have over a long period of time
involved in the conversion to a previous preventive effort.
The experience collection is based on several types of data, including documents, qualitative interviews
and key figures. Appendix figure 1. 1 illustrates the connection between the data collection of the experience collection.
there, analysis and answering the survey questions. Below, the study
sens desk research and interview study, while the key figures analysis is described separately in
Appendix 2 .
Appendix figure 1.1
Data sources and analyzes in the experience collection

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68
Desk research
The experience collection has started with desk research focusing on collecting and reviewing
relevant documents from the 18 municipalities and the National Board of Health and Welfare to provide insight into and overview
over the municipalities' various restructuring efforts. The documents consist of:
The municipalities' applications for participation in the National Board of Health and Welfare's counseling process
Local authorities' possible applications for pool funds to fund initiatives in favor of
bond with the rescheduling
Presentations from the National Board of Health and Welfare's mini-analyzes, conducted initially
in most counseling sessions
Key figures reports prepared by the National Board of Health and Welfare for each municipality.
On the basis of the initial desk research, an initiative was prepared for each municipality.
description. The primary source of data in the effort description is the municipalities' applications for council-
donation and / or pool funds and the National Board of Health and Welfare's mini-analyzes. The applications and mini-analysis
The reports have been prepared prior to or initially in the counseling process, and in many cases
initially in the municipalities' work with redirection to a previous preventive effort.
The response descriptions thus primarily consist of information about the municipalities' intention to
the rescheduling and is therefore not used as an independent data source in the experience collection.
In contrast, the action descriptions were used as a basis for conducting interviews in
the individual municipalities. This is so as to be able to focus the interviews in relation to the initiatives taken by it
each municipality has initiated as part of the restructuring.
Interview
The primary source of data in the experience collection is a qualitative interview study in the 18
municipalities where the National Board of Health and Welfare's counseling in the first quarter of 2019 is completed or close to
equipment. Prior to the interviews with the municipalities, a structured discussion was conducted
with representatives from the National Board of Health and Welfare's counseling unit in order to identify special
equal points of attention in the restructuring of municipalities as background information for inter-
view study. In each municipality a telephone interview of approx. one hour lasting
was with two municipal representatives (a total of 36 interviews), and one municipal leader respectively
with responsibility for the reorganization as well as a municipal coordinator / project manager who has worked
going with the changeover. Prior to the interviews, the action description for the municipality was re-
easily read in order to target the interview the elements of the changeover to a previous one
preventive efforts that the individual municipalities have worked with. The interviews are through-
conducted in August and September 2019.
The interview study was conducted to identify which elements of the re-
for a previous preventive effort, described in “Strategic framework & Professional direction” (So-
cialstyrelsen et al., 2018) (see Figure 3.2), the individual municipalities have worked with, the municipalities
concrete experiences with the work on the restructuring - including the possible challenges
the municipalities have experienced in connection with the restructuring - and what organizational as well
citizen-oriented results the municipalities have achieved. The interviews were conducted as telephone calls.
terview based on semi-structured interview guides. An interview guide was used
to the municipal leaders with special focus on the strategic and organizational elements of
the transition to a previous preventative effort. In the interviews with the municipal ropes

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you / project managers have used an interview guide with more in-depth focus on rescheduling.
in the areas of authority, execution and general, as well as in the
occupation. Both interview guides have been modular, so that the interviews in the inter-.
The viewing situation has been adapted to the elements that each municipality has worked on
with. Minutes of the interviews have been written, which are subsequently coded in NVivo after a co-
detergent that reflects the elements of the changeover to a previous preventative action such as
described in “Strategic framework & Professional direction” (Socialstyrelsen et al., 2018).
Based on the coded interview data, an overview of the elements has been prepared
each municipality has been involved in the transition to a previous preventive effort.
In addition, a descriptive analysis has been prepared with concrete examples of how com-
the munitions have in practice worked with the elements, which experiences the municipalities have gained
the restructuring work related to the individual elements, what challenges the municipalities have
experienced in working with the elements and what results the municipalities experience to have achieved
as a result of the restructuring work.

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Appendix 2
Nøgletalsanalyse
The purpose of the key figures analysis is to give a picture of whether the counseling municipalities are successful -
to change their use of measures in line with the ambitions of bringing at-risk children
and young people down the stairs and as close to normal everyday life as possible. In the analysis look
we are partly on the development in how many children and young people receive measures on the different
equal level of action steps, partly on the development of municipal expenditure in the area.
The results from the key figures analysis can be used as indications of whether the municipalities'
the composition of the composition changes in the directions expected in the transition to a certain time.
more preventative and more effective efforts. However, it should be emphasized that this is one
purely descriptive analysis, where we determine how many children and young people have received different
bets. The key figures analysis provides only a limited opportunity to elucidate the causes
to the development shown by the inventories, and the results cannot be interpreted as causal
effects of municipal action.
The analyzes in this chapter are based on selected data from the key ratios reported by Social-
the board has prepared for the individual advisory municipalities on the municipalities' use of different
equal measure types 20 . Not all data are available for all municipalities. The following 10
consultancy municipalities are included in the key figures analysis: Hjørring, Favrskov, Assens, Billund, Egedal,
Kerteminde, Langeland, Gentofte, Vordingborg and Fredericia Municipalities. You have to be
Please note that the development trends in these 10 municipalities are not necessarily the same
as in the remaining counseling municipalities. Moreover, not all 10 municipalities are included
in the available data throughout the period under study 21. In addition to measure data
from the key figures reports data on municipalities' expenses for the specialized child are used
and youth area. This data comes from the Stage of Expense model, which is compiled by
Social Agency 22.
Reservation
The data base for the analysis is collected by the National Board of Social Services, which has helped VIVE identify
make and clarify a number of reservations that must be taken in the key figures analysis. In the case of
reservations regarding inadequate data basis in individual municipalities and - for some key-
numbers - lack of comparability across municipalities. These reservations are mentioned on an ongoing basis
in the chapter when relevant. In connection with the preparation of the key figures catalog,
the munitions' placement data has been validated in a process between Statistics Denmark and the
individual municipality. However, it should be noted that VIVE did not have the opportunity
to make a validation process with the municipalities on neither placement data nor other data
regarding stakes on the lower steps of the staircase. Especially compared to the latter, there must
therefore, reservations about any errors and different registration practices are made in the data available
the basis of the analyzes.
20
Specifically, the focus is on data regarding the following key figures from the National Board of Health's key figures catalogs 1, 3, 4, 5 and 6. In addition
the data included in the present analysis contains the National Board of Health's key figures catalog with a number of other key figures among
other regarding duration of inpatient settings and number of follow-ups.
21
For example, the calculation of the average counseling municipality's number of institutional posts per 1,000 0-17 year olds
inhabitants in March 2016 based on data on seven municipalities, while for March 2017 it is based on data on 10 municipalities
22
You can read more and download the model on the Social Agency's website: https://socialstyrelsen.dk/tvaergaende-om-
rader / social agency's knowledge / action stairs-1 / effort stairway cost model.

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Initially, it is also worth noting one particular reservation for
the key figures analyzes, namely that children and adolescents who are placed or receive preventive care
measures solely due to disabilities, as well as the placement of
goat refugee children are excluded from counseling municipalities data 23 . This exclusion
has been made to focus on the children and young people of the counseling municipalities, as in the first
Lap is the focal point of the transition. For the other municipalities that are included in national
however, these children and adolescents are included. The calculated number of recipients of different
Therefore, the forms of placement will, to a certain extent, be higher for the national average than the average.
the cut for the counseling municipalities.
VIVE does not know the exact extent of children and adolescents who are excluded from counseling
municipalities' statements. For the counseling municipalities, however, we have the opportunity to
compare the municipalities' own data with data from Statistics Denmark. In the former, children and adolescents,
who are placed solely on the grounds of disabilities and unaccompanied refugee children,
as said excluded, but in turn they are included in the latter. By comparing the two
data sources we can get an estimate of the extent of placement for the said children and adolescents
granting municipalities. This estimate can be used as a cautious estimate of the difference between
results for the national average and the counseling municipalities.
Social background conditions
It is important to note that the analyzes in this chapter cannot provide the full
making explanations of the differences between the municipalities. However, we are investigating if there is one
correlation between the development of the municipalities' pattern of measures and how socially
loaded municipalities child populations are. This, because you can imagine it has meant-
For the restructuring, the proportion of children and young people comes from relatively socially
loaded background conditions.
In a previous report, VIVE (then KORA) has delineated a group of "vulnerable children",
as the 10% of the country's children and young people who, based on a wide range of social and health
background conditions have the highest statistically expected risk of being the recipients of either
placement or preventative measures (Kloppenborg & Wittrup, 2015). The proportion of wounded
just children in individual municipalities is an interesting measure of how extensive social challenges are -
the municipality's children and young people face.
It should be noted that the analysis of vulnerable children is based solely on information about
children born in the years 1992-1997 in the period, from the time they were born, to the year they turned 15 years. It means,
that any changes in the children's composition of municipalities that have occurred during
next year, not included in the analysis. This despite the results of the analysis can be interesting
picture of some structural differences between the municipalities. Appendix table 2.1 shows the proportion
of the 10 counseling municipalities children and adolescents who can be defined as vulnerable children.
23
However, these children and young people are included in Vordingborg and Gentofte Kommuners data for September 2018 and March 2019. Through-
if the analyzes are conducted without data for Vordingborg and Gentofte Municipalities, the results show basically the same tendencies.
denser for the individual ratios. However, the number of municipalities is experiencing an increase in the number of home-based
measures per 1,000 0-17 year olds from five to three (cf. Appendix 2).

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Appendix table 2.1
Percentage of vulnerable children in the 10 counseling municipalities as well as nationally
Proportion of vulnerable children
Gentofte
3.3%
Egedal
6.2%
Favrskov
6.8%
Billund
7.6%
Hjørring
8.7%
Assens
10.6%
Kerteminde
11.4%
Vordingborg
12.1%
Fredericia
13.8%
Langeland
16.1%
Average counseling municipality
9.7%
national average
10.0%
First, the table shows that the percentage of vulnerable children in the average counseling
mune (9.7%) is quite close to the national average (10%). It indicates that the extent of
social challenges in counseling municipalities are, on average, roughly on a par
with the national average.
Second, however, the table shows that there is considerable variation between the individual counseling
municipalities in terms of the proportion of vulnerable children. Some municipalities, especially Gentofte Com-
mune, is below the national average, while others, especially the municipality of Langeland, are above
the national average. Against this background, we continuously examine the following sections, whether
the development in the various key figures for the five counseling municipalities with a proportion of vulnerable
children below the national average differ from the development in the five counseling municipalities
with a proportion of vulnerable children above the national average.
institution Placement
Appendix figure 2.1 shows the development in the number of institutionally placed children and young people per year. 1,000 0-17-
year-old inhabitants of the average counseling municipality and nationwide, respectively.
section. Specifically, the inventory includes locations located at the following locations:
tion, general department; partially closed institution or partially closed department on open 24 hours.
institution; residential institution, secured department; social educational residency; ship project.

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73
Document figure 2.1
Development in the number of institutions placed per 1,000 0-17 year olds in pe-
the period March 2016 to March 2019. Average Counseling Municipality and
national average
0
0.5
1
1.5
2
2.5
3
3.5
4
Mar 16
Sep 16
Mar 17
Sep 17
Mar 18
Sep 18
Mar 19
The whole country incl. children with disabilities, etc.
Cautious bid: The whole country excl. children with disabilities, etc. (20%)
Average counseling municipality excl. children with disabilities, etc.
Note: The basis of the national average also includes children and adolescents who are placed solely on the basis of functional
reductions, and placed unaccompanied refugee children, which is why the national average is expected to
be overestimated. The dotted line shows a cautious bid for the national average if these children were not included.
Note: In March and September 2016, the inventory is based on data for seven municipalities. In September 2017,
based on data for nine counseling municipalities. For the remaining periods, the calculation is based on data for ten
counseling municipalities. The analysis has also been carried out, where only data from the seven municipalities are included and where
data is available for the entire period under study. This analysis shows the same basic trend for
the average counseling community as the figure above.
Source: The National Board of Health and Welfare's key figures based on data from Statistics Denmark with validation from the counseling municipalities.
The figure shows that in March 2016, the average counseling municipality had 3.6 institutional
placed per 1,000 0-17 year olds. The number of institutions placed varies slightly up and down
throughout the period examined, but looking at developments over the total period, declines
the number of institutions placed per 1,000 0-17 year olds in the average counseling community
to 3.0 in March 2019 - ie a decrease of 0.6 institutions per 1,000 0-17 year olds
over the period under study. For the average counseling community, this decline is similar
to the fact that in March 2019 there were approx. 5.5 fewer institutions than in March 2016 24. In March 2019
thus there were approx. 27 institutionalized 0-17 year olds in the average counseling community
municipality.
However, the development is slightly different for the individual counseling municipalities. In six of the municipalities
there is a decrease in the number of institutions placed per 1,000 0-17 year olds, while in two municipalities
an increase in the number occurs. In two municipalities, the number of institutions placed per 1,000 0-17 year olds
stable throughout the period, defined as a development of a maximum of +/- 0.2 institutions
per. 1,000 0-17 year olds.
A division of the counseling municipalities into two groups based on information on whether the proportion
of vulnerable children are below or above the national average, respectively, showing that for both
municipal groups, on average, fall in the number of institutions placed per 1,000 0-17 year olds
24
In the average counseling municipality, at the end of the first quarter of 2019, there were 9,048 inhabitants aged 0-17
year. The number of 0-17-year-olds in the average counseling municipality is lower than the average for all Danes.
happen to municipalities, which were 11,721 0-17 year olds in March 2019.

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74
residents throughout the period studied. However, the trend is stronger for the group of councils.
giving municipalities with a relatively high proportion of vulnerable children.
The figure also shows that the number of institutions placed per 1,000 0-17 year olds throughout
the period is slightly higher in the average counseling municipality than is the case in the coun-
level. The national average develops only slightly during the period studied. Nationally
Thus, there were 2.9 institutions per unit. 1,000 0-17 year olds in March 2016, while
the corresponding figure for March 2019 was 2.7.
When comparing the averages for counseling municipalities and the entire country, respectively.
however, it should be noted that children who are primarily placed as a result of functional
reductions, as well as placed unaccompanied refugee children are excluded from counseling
municipalities figures, while these children are included for the other municipalities in the national average. Whose
these children and young people were also excluded from the data of the other municipalities,
average number of institutions placed per 1,000 0-17 year olds are lower than Appendix Figure 2.1 shows.
As mentioned, we do not know the exact extent of this overestimation of the national average.
Based on a comparison of the data that the counseling municipalities themselves have validated
(excluding children with disabilities) and data from Statistics Denmark (including children with disabilities)
reductions), is a cautious bid, however, that the national average is approx. 20% too high, what
relates to institutional placements. This cautious bid is shown by a dotted line in the figure. That
national average number of institution-placed 0-17-year-olds excl. children with disabilities
services and placed unaccompanied refugee children are therefore expected to be approx. 2.2 institutional
placed per 1,000 0-17 year olds in March 2019. The difference in the number of institutional
brought per. 1,000 0-17 year olds in counseling municipalities and nationally respectively
thus probably larger than is shown in Appendix figure 2.1.
Placement in foster families
Appendix figure 2.2 shows the development in the number of children and adolescents placed in foster families per year. 1000
0-17 year olds for the average counseling municipality and national
average. The inventory includes placed in ordinary care families and municipal care families.
lier, but not housed in network care families.

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75
Appendix figure 2.2
Development in the number of placed in foster families per year. 1,000 0-17 year old residents of
the period March 2016 to March 2019. Average counseling municipality
and national averages
0
1
2
3
4
5
6
7
8
9
Mar 16
Sep 16
Mar 17
Sep 17
Mar 18
Sep 18
Mar 19
The whole country incl. children with disabilities, etc.
Cautious bid: The whole country excl. children with disabilities, etc. (5%)
Average counseling municipality excl. children with disabilities, etc.
Note: The national average also includes children and adolescents who are placed solely due to disabilities,
and placed unaccompanied refugee children, which is why the national average is to some extent expected to be overestimated.
number. The dotted line shows a cautious bid for the national average if these children were not included.
Note: In March and September 2016, the inventory is based on data from seven advisory municipalities. In September 2017,
based on data on nine counseling municipalities. In the remaining periods, the inventory is based on data on
10 counseling municipalities. The analysis has also been carried out, where only data from the seven municipalities are included, and
where data is available for the entire period under study. This analysis shows the same basic trend
for the average counseling community as the figure above.
Source: The National Board of Health and Welfare's key figures based on data from Statistics Denmark with validation from the counseling municipalities.
The figure shows that in March 2016, the average counseling community had 8.1 nursing families.
children and adolescents 1,000 0-17 year olds. The number of placed in foster families i
the average counseling community changes little during the period under study. seen
over the total period there has been a slight increase in the number of nursing families per 1,000 0-
17-year-olds from March 2016 to March 2019 - an increase of 0.3. In the average counseling
municipality with approx. 9,000 0-17-year-olds, this corresponds to approx. three more
0-17 year olds placed in foster care than in March 2016.
There is a difference between how the development has been in the individual counseling municipalities. For six
counseling municipalities, there has been an increase in the number of care families per 1,000 0-17-
years, while the number has dropped in two counseling municipalities during the period under study. You two
counseling municipalities, the number is stable, defined as increases / decreases of a maximum of 0.2 care-
per family per. 1,000 0-17 year olds.
A division of the counseling municipalities into two groups, according to the municipality's share of vulnerable people
children are below or above the national average, respectively.
on average, there is an increase in the number of placed in foster families per year. 1,000 0-17 year olds
residents throughout the period studied. However, the trend is stronger for the group of councils.
giving municipalities with a relatively high proportion of vulnerable children.
The figure also shows that the national average number placed in foster families per 1,000 0-
17-year-olds throughout the period are lower than the average for the counseling municipalities.
The national average is almost stable over the period. In March 2016, so was on
nationally 5.5 nursing families per 1,000 0-17 year olds, while the corresponding figure

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76
for March 2019 was 5.6. Again, it should be noted that the national average number
care families are to some extent overestimated because children and adolescents who are primarily
brought on by disabilities, as well as placed unaccompanied refugee children included
the national average, but not the average for the counseling municipalities. Based on one
comparison of the counseling municipalities' validated figures (excluding children with disabilities)
and placed unaccompanied refugee children) and placement figures from Statistics Denmark (incl.
children with disabilities and placed unaccompanied refugee children) are a cautious bid
on this overestimate that the national average is approx. 5% too high in Appendix Table 2.2. This prevents
term bids are shown by a dotted line in the figure.
Placement in network care families
The figure below shows the development in the number of children and young people placed in the network space.
jef families per. 1,000 0-17 year olds in the average counseling community respectively
mune and nationwide.
Appendix figure 2.3
Development in the number of placed in network care families per 1,000 0-17 year olds
builders in the period March 2016 to March 2019. Average consulting
municipality and national average
0
0.2
0.4
0.6
0.8
1
1.2
Mar 16
Sep 16
Mar 17
Sep 17
Mar 18
Sep 18
Mar 19
The whole country
Average counseling municipality
Note: In March and September 2016, the inventory is based on data from seven advisory municipalities. In September 2017,
based on data on nine counseling municipalities. In the remaining periods, the inventory is based on data on
10 counseling municipalities. The analysis has also been carried out, where only data from the seven municipalities are included, and
where data is available for the entire period under study. This analysis shows the same basic trend
for the average counseling community as the figure above.
Source: The National Board of Health and Welfare's key figures based on data from Statistics Denmark with validation from the counseling municipalities.
The figure shows that in the average counseling municipality in March 2016, 0.5 were placed in
network care family per 1,000 0-17 year olds. However, that number doubles through
the survey period, so that in March 2019, slightly more than 1 were placed in network care families per year.
1,000 0-17 year olds in the average counseling community. In the average
advisory municipality, which has approx. 9,000 0-17 year olds, this change corresponds to
which in March 2019 is approx. 4.5 more children and adolescents placed in network care than it was
the March 2016 case.

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The figure also shows that the number of children and young people placed in network foster families nationwide
is fairly stable about 0.8 placed in network care per. 1,000 0-17 year olds.
In total, the average counseling community therefore goes below the national average.
average level of placement in network care families to be above the national average.
average level during the period under study.
The counseling municipalities' validated figures (excluding children with disabilities-
see and place unaccompanied refugee children) and placement figures from Statistics Denmark (incl.
children with disabilities and placed unaccompanied refugee children) it does not appear that
the national average is overestimated, as was the case for the other types of placement. there
thus, there are only a few and relatively small differences between the two data sources.
If you look more closely at the individual counseling municipalities, it is a bit different how
The increase in the number of patients placed in network care has been during the period under study. In the
in most (seven) of the counseling municipalities, there has been an increase in the number
care per 1,000 0-17 year olds. In a single municipality there has been a decrease, while the number is stable in two
municipalities defined as decreases / increments of a maximum of 0.2 per pr. 1,000 0-17 year olds. When
the counseling municipalities are divided into two groups with lower / higher vulnerability respectively
children than the national average, there is an increase in the number of placed in network care per
1,000 0-17 year olds for both groups.
Home-based measures
In this section, we examine the evolution of the number of home-based measures in counseling.
up municipalities. Home-based measures include the following types of measures:
24-hour stay for both the custody holder, the child or the young person and others
members of the family
Own room, college or college-like residence
Diet and after-school
Preventive measures
Parental-directed efforts during placement.
The data base for the analysis of municipalities' use of home-based measures is
self-reported data from the counseling municipalities. This means that the key figure cannot be calculated.
for municipalities other than the counseling municipalities, which cannot be compared
a national average.
Unfortunately, the available data base on home-based measures is relatively sparse.
sometimes and uncertainly. Only 3 out of a total of 10 municipalities have consistently recorded data for the key figures
The period from March 2017 to March 2019. However, most municipalities have made registrations
for parts of the investigation period. In the following, we therefore examine developments in advisory services.
the municipalities for the period for which each municipality has registered 25 . In addition,
more, that there is some uncertainty in comparing data across municipalities because there can
be different registration practices in the individual municipalities which may have an impact on the result-
25
For three municipalities, the available data covers a period of two years, for one municipality the data covers a period of 1.5 years,
for three municipalities, data covers one year, for two municipalities, data covers half a year, while the last municipality has only regis-
stratified data for the key figures once in March 2019.

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The keys. This means that the results must be interpreted with caution and we have therefore chosen to focus
rather on trends in municipalities' use of home-based measures rather
than reporting specific numerical results.
Appendix table 2.2 shows how many of the counseling municipalities have experienced respectively one
increasing, stable or decreasing number of home-based measures per. 1,000 0-17 year olds
builders. A stable number of recipients is defined as increases or decreases of a maximum of 0.2 counterparts.
takers per 1,000 0-17 year olds.
Appendix table 2.2
The number of counseling municipalities that have been increasing, stable or declining
the same number of recipients of home-based measures during the period
March 2017 to March 2019
Increasing
Stable (+/- 0.2 receivers
per. 1,000 0-17 year olds)
Descending
6 municipalities
0 municipalities
3 municipalities
Note: For three municipalities, the available data covers a period of two years, for one municipality the data covers a period of 1.5
year, for three municipalities, data covers 1 year, and for two municipalities, data covers half a year, while the last municipality covers only one year.
has recorded data for the key figures once in March 2019. The analysis does not indicate any systematic
hang between the municipalities' registration period and whether they have had a rising or falling number respectively
recipients of home-based measures.
Note: One of the 10 counseling municipalities is not included in the inventory due to lack of data.
Source: The National Board of Health and Welfare's key figures based on the data counseling municipalities.
As the table shows, a majority of the counseling municipalities have had an increasing number
home-based measures over the period studied, while three municipalities have
had a falling number per 1,000 0-17 year olds.
For the group of counseling municipalities with a proportion of vulnerable children who are under national
average, four out of five municipalities have an increasing number of home-based services.
measures from March 2017 to March 2019. For the counseling municipalities with a proportion of vulnerable
children who are above the national average tend to be more different - two municipalities have
have had an increase, while two municipalities have had a decrease.
Preventive measures (section 11.3 offer under the Services Act)
The same constraints apply to data on preventive measures that apply to home-
mebased measures. This means that the data base regarding the use of municipalities
of preventive measures (section 11.3 offer under the Services Act) is relatively sparse and uncertain.
Appendix table 2.3 shows how many of the counseling municipalities have had a
declining, stable and declining number of recipients of preventive interventions per year. 1,000 0-17 year olds i
the period March 2017 to March 2019. Again, a stable number of recipients are defined as increases
or a decrease of a maximum of 0.2 recipients per second. 1,000 0-17 year olds.

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Appendix table 2.3
The number of counseling municipalities that have been increasing, stable or declining
the same number of recipients of preventive interventions in the period March 2017
to March 2019
Increasing
Stable (+/- 0.2 receivers
per. 1,000 0-17 year olds)
Descending
5 municipalities
2 municipalities
2 municipalities
Note: For three municipalities, the available data covers a period of two years, for one municipality the data covers a period of 1.5
year, for three municipalities cover data one year, and for two municipalities, data cover half a year, while the last municipality only covers data
has registered data for the key figures once in March 2019. The two municipalities, which have had a stable number of
preventive measures are also the two municipalities that have had the shortest registration period. DER-
besides, the analysis does not indicate any systematic correlation between the municipalities' registration period, and whether
they have had an increasing, decreasing or stable number of recipients of preventive interventions.
Note: One of the 10 counseling municipalities is not included in the inventory due to lack of data.
Source: The National Board of Health and Welfare's key figures based on the data counseling municipalities.
The table shows that five of the counseling municipalities have had an increasing number of beneficiaries
of preventive measures per 1,000 0-17 year olds in the period March 2017 to March
2019, while two municipalities have had a declining number of recipients. In two counseling municipalities are
the number of recipients of preventive interventions is stable. However, these two municipalities are at the same time
two municipalities, which are only included in the analysis with data for the development over half a year. The stability
For these two municipalities, of course, this is due to the fact that the development has been shorter
to happen in these municipalities.
For the group of counseling municipalities with a proportion of vulnerable children who are under national
According to the average, three out of five municipalities have an increasing number of preventive measures
from March 2017 to March 2019, while one municipality has experienced a decline and stability respectively.
For counseling municipalities with a proportion of vulnerable children who are above the national average,
there are two municipalities that have had an increase in the number of preventive measures, while one
The municipality has experienced a decline and stable development respectively. Thus, there does not appear to be
any correlation between the proportion of vulnerable children and the development in the number of recipients of
rebuilding efforts among the counseling municipalities.
Overview of the development of counseling municipalities on the various in-
rate steps
This section summarizes the trends from the analyzes in the previous sections. Table
2.4 shows a summary of the number of counseling municipalities that have experienced and increased, respectively.
diminish, decrease and stability at the various insertion steps. A stable number of recipients in one
the given input step level is defined as increases or decreases of a maximum of 0.2 recipients per unit.
1,000 0-17 year olds.

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Appendix table 2.4
Overview of developments in the number of counseling municipalities with a fall
the increasing / stable / increasing number of recipients of bets on different bets
stairs, calculated per. 1,000 0-17 year olds in the period March
2016/2017 to March 2019
Increasing
Stable (+/- 0.2 receivers
per. 1,000 0-17 year olds)
Descending
institution Placement
2
2
6
Placement in foster families
6
2
2
Placement in network care families
7
2
1
Home-based measures
6
0
3
Preventive efforts
5
2
2
Note: One of the 10 counseling municipalities is not included in the calculations of home-based measures and measures.
building efforts (section 11.3 offer under the Service Act) due to lack of data.
Source: The National Board of Health and Welfare's key figures based on data from the counseling municipalities and data from Statistics Denmark.
The table shows trends for a majority of the municipalities surveyed during the period
March 2016/2017 to March 2019 experienced:
A decrease in the number of institutionally placed children and adolescents per year. 1,000 0-17 year olds
A slight increase in the number of children and adolescents placed in foster families per year. 1,000 0-17 year olds
inhabitants
An increase in the number of children and adolescents placed in network care per 1,000 0-17 year olds
builders
An increase in the number of recipients of home-based measures per 1,000 0-17-
year-old inhabitants
An increase in the number of recipients of preventive interventions per year. 1,000 0-17 year olds
builders.
From a perspective, it should be noted that the overall developments in consultancy municipalities-
Our key figures are very similar to the development trends for the three municipalities (Hvidovre, Herning
and Haderslev), which were part of the National Board of Health and Welfare's partnership project in the period 2015 to 2017 (So-
cial board, 2018). These three municipalities were working on a change, as is largely the case
rests on the same principles as the transition in the counseling municipalities. social Agency
evaluation of the partnership municipalities showed, among other things, that the municipalities' placement
pattern generally changed towards fewer institutional placements and more placements within
foster families and network care during the project period. Likewise, the number of recipients increased
of home-based measures and preventative efforts in the three municipalities during
project.
To round off the analysis of the counseling municipalities' key figures on measures presented -
In Appendix Table 2.5 we report the development of the different steps of steps for the individual counseling
municipalities (in anonymized form). The information can be used to investigate if there is
correlation between the development at the different levels of action steps. Experience municipalities with
a decrease in the number of recipients of stakes in one step, for example, systematically an increase in the number
of recipients on another step?

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Appendix table 2.5
Overview of whether counseling municipalities have had a declining / stable / stable
number of recipients of stakes at various stair steps,
done per 1,000 0-17 year olds in the period March 2016/2017 to March
2019
Note: Red arrow = decreasing number of recipients, green arrow = increasing number of recipients, yellow arrow = stable number of recipients (increases
or a decrease of a maximum of 0.2 recipients per second. 1,000 0-17 year olds).
Note: In one of the 10 counseling municipalities, the data base is deficient and, for reasons of anonymity,
therefore not in the table.
Source: The National Board of Health and Welfare's key figures based on data from the counseling municipalities and data from Statistics Denmark.
An analysis of this data shows that out of the six counseling municipalities that have had a decline
number of institutional placements per 1,000 0-17 year olds, the five municipalities have had an increasing number
placements in foster families. Conversely, the two municipalities, which have had an increasing number of insti-
both had a declining number of placed in foster families per year. 1,000 0-17 year olds
inhabitants.
However, the table does not show any unambiguous correlation between trends in numbers
placements and recipients of home-based measures or preventative measures, respectively;
the efforts of the counseling municipalities.
Expenditure on preventive measures and home-based measures
in relation to costs of placement
So far, the key figures analysis has been focused on the advice of the coun-
staltningsbrug. However, another interesting way to examine the changeover is to focus
on the distribution of municipalities' expenditure on specialized children and young people. As
described earlier in the report, it is central to the reorganization in the counseling municipalities that
work is being done "down the stairs". Therefore, on the general level, it is the expectation,
that the cost of placement decreases. At the same time, it is interesting about the cost of prevention
stakes and home-based measures are rising.
In Table 2.6 shows the distribution of local authority spending on the various steps on effort
the staircase. The focus is on preventative measures and home-based measures, respectively.
dressings (steps 2 and 3) and attachments (steps 4-6). The data base of the analysis is derived from ”Insert Trap-
commune
Nursing home care families
network Care
home-based
measures
Preventive
bets
1
2
3
4
5
6
7
8
9

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pen's spending model ", which was developed by the National Board of Health and Welfare and based on the municipalities' accounting
data 26. Expenditure on survivors' efforts (18-22-year-olds) cannot be separated from the municipal rainfall.
cabinet data that underlies the model. Therefore, the expenditure per 0-22 year old resident.
Appendix table 2.6
Expenditure on preventive measures, home - based measures and
placements, kr. per. 0-22 year old resident, 2019 awards. Average for advice-
grant municipalities as well as national averages in the period 2016-2018
Preventive efforts
and home-based
measures (steps 2 and 3)
placements
(steps 4, 5 and 6)
2016
2017
2018
2016
2017
2018
Average counseling municipalities
2541
2804
3213
5466
5657
5578
Average across the country
3306
3390
3814
5290
5270
5313
Note: The average of the counseling municipalities is based on data on the 10 counseling municipalities included in the report.
other key figures analyzes of the gate. The expenses represent only expenses that can be directly attributed to a step on the
staircase - expenses that can relate to several steps are not included, nor are reimbursements included.
Source: The incremental expenditure model (Social Agency).
It can be seen from the table that the cost of placement is fairly stable over the period.
around ca. DKK 5,500 per 0-22 year old citizen - this applies both at national and counseling level
municipalities. Expenditure on preventive measures and home-based measures per
The 0-22 year old population is higher at national level than in the counseling municipalities throughout the period.
Both in the counseling municipalities and at national level there is an increase in the costs of prevent-
ongoing efforts and home-based measures per. 0-22 year old resident from 2016 to 2018.
However, this tendency is stronger in counseling municipalities than nationally. Supervision
the municipalities thus spend an average of just under DKK 700 more on preventative measures and
home-based measures per. 0-22-year-old population in 2018 than in 2016, while it equals
figures for the whole country are approx. 500 kr.
By extension, it is interesting to look at the evolution of the costs of preventive measures.
measures and home-based measures in relation to the municipalities' expenses for placement.
This development is shown in Appendix Figure 2. 4. A value of, for example, 50% indicates that the expenditure
preventive measures and home-based measures are half the cost
the sites for placement.
26
You can read more and download the model on the Social Agency's website: https://socialstyrelsen.dk/tvaergaende-om-
rader / social agency's knowledge / action stairs-1 / effort stairway cost model.

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Appendix figure 2.4
Development in spending on preventive measures and home-based preventative measures
arrangements as a proportion of expenditure on placements for consultancy-
municipalities and the entire country calculated per. 0-22 year old resident during the period
2016 to 2018 (fixed prices), percent
0%
10%
20%
30%
40%
50%
60%
70%
80%
2016
2017
2018
Average across the country
Average counseling municipalities
Note: The average of the counseling municipalities is based on data on the 10 counseling municipalities included in the report.
other key figures analyzes of the gate. The expenses represent only expenses that can be directly attributed to a step on the
staircase - expenses that can relate to several steps are not included, nor are reimbursements included.
Source: The incremental expenditure model (Social Agency).
First, the figure shows that spending on preventive efforts and home-based care
National measures account for a larger proportion of the cost of placement than is the case
for the counseling municipalities. The difference is 14-16 percentage points in the years 2016 to 2018.
The figure also shows that the counseling municipalities are experiencing a development in the distribution
of expenditure, which corresponds to that which occurs at national level. The cost of preventive efforts
and home-based measures thus constitute a larger share of the cost of placement.
in 2018 than in 2016 both at national and counseling municipalities. For the average of
Advisory municipalities are up 11 percentage points, while those for the national average are
9 percentage points.
However, the development in the expenditure distribution is slightly different across the counseling municipalities. Six
municipalities thus have an increase in the costs of preventative efforts and home-based
measures relative to the cost of placement in the period 2016 to 2018. In four municipalities there are
the distribution of expenditure stable over the period defined as increases / decreases in preventive measures
and home-based measures' share of placement costs of a maximum of three per cent.
percentage points.
If the counseling municipalities are divided into two groups based on the proportion of vulnerable children, it is seen that four
out of the five municipalities that have a proportion of vulnerable children below the national average
a relative increase in spending on preventative efforts and home-based measures
for the cost of placement, while the development in one municipality is stable. For advisory commu-
the tendency with a proportion of vulnerable children above the national average is less clear. Among
these municipalities there are two municipalities with increasing costs for preventive measures and home-
mebased measures relative to placements, while spending is stable in three municipalities.

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The results may be an indication that municipalities with a relatively low proportion of vulnerable children
have better opportunities to invest resources in the lower steps of the staircase. economic indicators
however, the data base of the analysis is too sparse to give any firm conclusions or
clearances on this.
In summary, the analysis shows a general picture that both in the counseling municipalities and on
nationally, there is an increase in the costs of the lower steps of the staircase, while the costs of
affixes are fairly stable. The increase in spending on preventative measures and home-
mebased measures are greater in counseling municipalities than in the whole country, but no-
However, the level of these expenses is lower in the counseling municipalities than at national level in
the period under study.

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