Yleisesitys Lapsi- ja perhepalveluiden muutosohjelmasta englanniksi

1. Programme to address
reform in child and family
services

2. Government Programme:
In 2025, Finland is an
inventive, caring and safe
country where we all can
feel important. Our
society is based on trust.

3. Finland is safe
Finland is inventive
Finland’s economy is
sustainable
Finland as part of Europe
The Government’s objective:
Finland is on a path of sustainable growth
3
Vision:
Suomi 2025
– built up
together
Situational awareness

4. The Government’s key projects:
Activities to a new level with a single input
4
Input into all
key projects
totalling EUR 1
billion
EUR 130 million
for the Ministry
of Social Affairs
and Health’s key
projects on
wellbeing and
health

5. Key projects of the Ministry of Social Affairs
and Health
5
Services to be based
on client needs
Health and wellbeing
will be fostered and
inequalities reduced
Implementation of the
Programme to address
child and family services
EUR
130million
Home care for older
people will be developed
and informal care
enhanced in all age
groups
Career opportunities
for people with
partial work ability
Enhanced health and wellbeing

6. 6
Why is there a
need for more
prevention and
early support?

7. One in ten health and social services clients
needs various services a great deal
7
One in ten needs help often and for
many types of problems. As their
companion they require a professional
who will ensure that they receive the
help they need.
10%
of clients 80–90%
of resources for
health and social
services

8. 8
Costs of health and social services for children
and young people
(estimate from 2013)
EUR
3billion per
year
Services for people
with disabilities
approx. EUR 50
million
Specialised
medical services
EUR 1 000 million
Institutional and
family services in
child protection
EUR 734 million
Basic healthcare
EUR 511 million
Other social services
for children and
families
EUR 468 million
Oral healthcare
EUR 225 million

9. Children and young people placed outside the
home, in custody, and in emergency placement
in 1991–2014
9
Children and young
people placed
outside the home
of whom children
taken into custody
of whom children
needing emergency
placement

10. Child protection measures in 2013
10
64 500
child protection
notifications
concerning a child
4 200
children in
emergency
placement
10 700
children in custody
Source: National Institute for Health and Welfare

11. Children’s foster care costs have risen sharply
11
Foster family
EUR 30 000/year
Residential family home
EUR 50 000/year
Institutional care
EUR 90 000/year
year 2006 year 2010
EUR 430
million
EUR 620
million
Source: National Institute for Health and Welfare, Kuusikkokuntien lastensuojelun työryhmä 2014

12. Early support for families pays
12
This money can buy
• Intensive family work for over
seven years
• The family could receive family
counselling over 400 times
• Almost 3 000 hours of home help
services could be organised
Costs of taking a child
into custody
EUR 18 000–72 000
per year
Average savings each time
taking a child into custody
is prevented
EUR 60 000
per year
Average savings from
avoiding institutional care
EUR 90 000 per year
This money can pay for two
family work employees
The shift of emphasis to early support is the main objective of the Programme to address child and family
services.
Source: National Institute for Health and Welfare Vaikuttavuus ja kustannukset website pages

13. Services face challenges in the management of encounters
and in coordination
13
Services are
scattered through
many sectors and
in many service
points. Services
have been
organised mainly
with an
administrative and
organisational
orientation. Client
data are dispersed
into numerous
documents and
registers.

14. Objectives of the Programme
to address child and family
services
14

15. Rights of the child
and the child’s
best interests
Diversity of families
Strengthening of
resources
Child and family
orientation
Principles steering the reform

16. How are we bringing about this change?
16
1. An operating culture strengthening children’s rights and a
knowledge-based approach
 Models for assessing the impacts of decisions on children are designed and
applied.
 Tools for child-focused budgeting are devised.
 Tools are created for monitoring the health and wellbeing
of children and young people as well as for monitoring
services.
 The child-friendly municipality model is spread.
 The know-how and tools for professionals are revamped to support the reform.
 Models for network management of child and family policies and services
across administrative boundaries are designed and applied.
 National steering, legislation and management are revised to support the
reform focused on children, young people and families.

17. 17
2. Child and family-oriented services
 The starting point is the client’s individual service needs.
 The child’s, adolescent’s and family’s overall situation is taken into account.
 Bringing support into the child’s and adolescent’s growth environment and daily life is
primary. Parents are supported in reconciling work and family life.
 The focus of services is shifted from remedial services to preventive services common to
all, and to early support and care.
 Rehabilitation services for children and young people whose
functioning calls for special support are realised in cooperation
among the different actors.
 One official or professional is responsible for the continuity of
services and for the coordination of multi-sector cooperation.
 Children, young people and families have a stronger role in
planning and implementing their own services than
previously.
 Children’s, young people’s and families’ own agency is
strengthened by supporting voluntary activity and the
related preconditions.
 People with disabilities should also have the opportunity
to participate and receive services.

18. Results expected of the programme in decision-
making and in the service system in 2019
18
 Municipalities, counties and State authorities have received tools for decision-making based on
knowledge and children’s rights and for promoting the operating culture.
 In each county and in the municipalities within its area, all services for children, young people
and families have been coordinated into a child and family-oriented entity of services. The reform
work has begun in the municipalities and counties.
 National steering, legislation and management have been revised to support the reform focused
on children, young people and families and carried out in cooperation among various ministries.
 Timely access to services has improved once the focus of support has shifted from remedial
services to preventive services common to all, and to early support and care. Cost savings have
been achieved by shifting the focus.
 The know-how of and tools for professionals working with children, young people and families
have been revamped to support the reform.
 The county and municipal level has well-functioning structures and agreement practices for
cooperation with organisations and parishes. The support forms produced by these actors for
children, young people and families are part of the service entity. It has been possible to respond
cost-effectively to the wellbeing needs of children, young people and families within the
framework of diminishing public appropriations.

19. Results in children’s wellbeing expected of the
programme in 2025
19
 Parity among children, young people and families
has increased, inequality has decreased, and people
have learnt to take differences and diversity into
consideration.
 The resources and life management skills of
children, young people and families have
improved and their experiences of
receiving help, being engaged and
being encountered have strengthened.

20. Indicators
20
 The interaction between children/young people and their parents has improved.
 Loneliness among children/young people has decreased.
 Every child has have at least one secure and permanent adult relationship.
 Bullying in early childhood education and at school has decreased.
 Every child/young person has a hobby.
 Interruption of education has decreased (in both basic education and secondary
education).
 The attachment of children and young people to school has become stronger.
 The violence experienced by children has decreased.
 Parents’ intoxicant abuse and mental health problems, as well as the damage these cause
to children, have decreased.
 The harm caused to children by parents’ divorce has decreased.
 Children’s, young people’s and parents’ experience of inclusion in services (early childhood
education, school, child protection, healthcare and rehabilitation services, etc.) is improved.
 The use of family-friendly approaches has increased at workplaces and the workload
experienced by parents has decreased.
 The functionality of the service system as experienced by children, young people and
families has improved.

21. Demanding servicesSpecialised services
Child and family services are reorganised
21
Demanding specialised
services in child protection
Demanding psychiatric
services for children and
young people
Services for people within
the scope of criminal
sanctions
Demanding services for
immigrants and asylum
seekers
Demanding services for
intoxicant abusers
Family centre model
- maternity and child health clinics, family work
- early childhood education
- digital service possibilities
- jorganisations, parishes and peer support
services
- support for parenting and the couple relationship
- services for divorcing families
School as support for the wellbeing of
children and young people
- student welfare services:
- school and student healthcare
- psychologists and school
social workers
- peer student and tutor
schemes
- The KiVa School antibullying
project
Child protection
Specialised medical
services
Services for people with
disabilities
Low-threshold services

22. 22
Schedule and
monitoring

23. 23
Financing
EUR 40 million.
Mainly as support for
reform in municipalities
and counties
The development work is based on partnership
and network management
An important starting
point for the project is
partnership between the
State, municipalities,
parishes, organisations
and other private
service providers.
Multi-sector services
require network
management, service-
ecosystem thinking and
service design
know-how.
The entity is created for
the operating environment
of the municipalities and
counties of the future.
Digitalisation must
be taken into
account in
development work.

24. Schedule 2016–2019
24
 Starting seminar, January 2016
 Publication of the project plan, April 2016
 County visits, spring/summer 2016
 Application for government grants, August–
September 2016
 County reform programmes, 2017-2018
 Ending of the key project, December 2018
 Government policy outline for the new child
and family services model and its management
at the end of the project period, in 2018/2019

25. www.stm.fi/hankkeet/lapsi-ja-perhepalvelut

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