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Developing and Using a Multi-Criteria Framework to Assess Kazakhstan’s “Mother House” Project

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Governmental Foundation, and 2) the project manager of the “Mother House” project in the Astana office. Later, in December 2013, the Non-Governmental Foundation “The Mother House” was founded on the basis of this charity project. Under pressure from close people, mainly mother and father. Achievements of the Motherhouse Project, 2013-2018.

Figure 1. The statistics on the number of orphans and residential institutions in Kazakhstan, as  of January 1, 2019
Figure 1. The statistics on the number of orphans and residential institutions in Kazakhstan, as of January 1, 2019

Multi-Criteria Framework for Assessing The Quality of Services Provided by the “Mother House” Project

A multi-criteria framework for evaluating the quality of services provided by the "Mother House" project.

Figure 9. Multi-Criteria Framework For Assessing Quality of the Services
Figure 9. Multi-Criteria Framework For Assessing Quality of the Services

Dependent Variable

  • Information Feedback Systems
  • Continuous post-graduation follow-up on beneficiaries
  • Staff development
  • Professional assistance package for the beneficiaries
  • Individual plan
  • Coordinator’s profile
  • Duration of stay in the Mother House
  • Reserve Fund
  • Outreach

Accordingly, poor implementation of this criterion includes (1) weak or passive use of knowledge gained during quarterly sessions by coordinators; and/or (2) the irrelevance of the training materials/discussions to the coordinators' work. Psychological help is available to project participants throughout their stay in the Ministry of Health. The individual plan is a key component that reflects the entire internal operation process of the motherhouse system during its operational experience.

Independent Variables

Quality/Quantity of Specialists

Lack of specialists has a wide and varying impact on the quality of the services that the Mother House aims to provide to beneficiaries. Lack of specialists refers to the lack of coordinators and/or psychologists at the MH facilities. Our findings suggest that the lack of coordinators affects 5 specific dimensions of our DV: 1) ​monthly reports​, 2) grantee follow-up after graduation, 4) peer-to-peer learning, 5) grantee assistance package​ and 6 ) individual plan for the recipient. The first element of the monthly report is the main administrative responsibility to which a coordinator is subject.

If there is a shortage of specialists in the role, it leads to the bad practice of incomplete documentation. As for the 'assistance package for the beneficiary', the influence is greater because it covers psychological assistance provided by the psychologist, medical assistance by the nurse and legal consultation, as well as socialization training by the coordinator. combination with any type of support where the absence of a specialist will undermine the efforts and reduce the overall quality of the services that the Motherhouse aims to provide. Based on the data collected, there is currently no shortage of specialists in the field of coordinators and nurses, in contrast to three vacant psychologist positions across the country.

Thus, the lack of psychologists has negative consequences on the quality of services provided by the parent house in terms of two criteria 4) mutual learning and 5) a package of assistance to beneficiaries, where there is still room for the exchange of experiences and between psychologists, or the lack of adequate psychological support. Below is a graphical representation of how the quality and quantity of specialists affect the various dimensions of the dependent variable, viz. It is clear that the insufficient number of specialists and their low quality have a negative impact on the overall quality of MH services.

The influence of the quality and quantity of specialists on the overall quality of the HR project.

Presence and magnitude of bureaucratic barriers

During the first meeting of orphanage directors, the "Mother's House" project was criticized on the grounds that it was not qualified and did not meet the standards as a non-governmental organization to provide assistance to women with newborn children ("Aidyn Rakhimbayev: Children's Houses are interested in having children." 2018). To clarify, during the meeting, the People's Advocate (Zagipa Baliyeva) as a government representative indicated that she does not support the project. Perhaps, if Zagipa Baliyeva's job position had not changed as it was in June 2018, we could expect the government to put up barriers and be even more reluctant to cooperate with the Mother House.

In contrast, former President Nursultan Nazarbayev personally acknowledged the achievements of the Mother House project, stating that "Rakhimbayev (the initiator of MH) has shown which way we should go forward in order for orphanages to disappear. ​" (​​ Sevostyanova, 2018). The former president also tasked the Minister of Education and Science with a mission to create a joint national adoption agency on the basis of the Mother House project. That is, notes can also facilitate a favorable environment and cause a snowball effect: if a memorandum with a government authority has been signed, it can act as a sign of confidence that other agencies trust the Motherhouse and also enter into a partnership.

In general, the Motherhouse shows good practice in maintaining cooperative relations with state bodies. While this indicator was low at the start of the project in 2013, in subsequent years the project has been able to gain credibility and gain growing support from the government. With such improvements in line, it could be suggested that the degree of impact from the presence of barriers will decrease with time and the project's results.

The impact of the size of bureaucratic barriers on the quality of MOH services.

Level of volunteer involvement

In terms of personal connections, when volunteers contact the mother house, they speak directly with the coordinator of the specific MH facility. Considering that volunteers include school and college students, entrepreneurs or other concerned persons, both government and non-government organizations are eager to contribute to the welfare of beneficiaries and newborn children. Considering the dimension of outreach, Motherhouse benefits from a larger number of people who know about the project, where more volunteers could potentially provide assistance to beneficiaries.

While it is difficult to assess the reach of MZ in exact numbers, the constant visits of volunteers can be seen on the project's social media pages. In addition, it can be observed that responsibility and openness are the guiding principles that attract volunteers to the Ministry of Health. In this regard, both the coordinators and the project itself have a main website along with social media pages including Instagram and Facebook.

On these social media pages, MH shows good practice in its attempts to be open and informative by posting photos and descriptions of various public events, happy news about newborns and consistent meetings with concerned volunteers. In summary, the Mother House demonstrates good practice in the involvement of volunteers, which plays a valuable role in strengthening three specific measures of service quality. The impact that volunteer involvement has on the quality of MoH services is graphically presented in Figure 12 below.

The impact of the level of voluntary involvement on the quality of MH services.

Time/Operating experience

Follow-up of beneficiaries after graduation: ​this tool was introduced in 2015, two years after the project started. The individual plan represents the individual strategy of actions for each beneficiary of the project. Duration of stay: ​In 2018, the project leadership decided to reduce the time the beneficiaries can stay in the MH facility from 18 to 6 months.

Once again, it took several years for management to realize that the 1.5 year permitted stay was causing too much dependency of beneficiaries on the project's support. Therefore, the project's administration decided to reduce the length of stay for grant recipients to 6 months. Many may argue that the reason this was done lies more in the area of ​​funds available to support the project.

Finally, the project's management decided in 2019 to introduce requirements in relation to the level of the coordinator's skills within an appropriate legal framework. The impact of the level of operational experience on the quality of services provided by MH. It is likely that there may have been other and no less important developments within the project during 2013-2018.

In general, looking at the sequence of developments, it can be concluded that with operating experience the Project develops, i.e.

Level of funding

As you can see, all of the above are the components of the Multi-Criteria Framework built and presented in the previous section. PR is undoubtedly an important part of the work done by the Motherhouse. Moreover, this may be an increasing trend as the social responsibility component of the company is currently gaining momentum.

Therefore, the future of the project will still depend on risks related to the businessmen's ability to consistently provide funds for the project's operations. The first recommendation is that the government study the case of the Motherhouse Project in great detail and think about whether and how it can accept the project's experiences. However, one of the possible ways to approach this is for the government to provide funding for the mother houses and let NGOs undertake the actual management process.

This is where the multi-criteria framework for assessing the quality of service provided by The Mother House Project, developed in the Fundings section, can be useful. Furthermore, the scope of the project could be broader than concentrating on the quality dimension if we were to visit all 25 MH plants. If resources are activated, it would be beneficial to consider the perspective of the government and international NGOs: specifically, their position on the phenomena of social orphanhood in the country and the work of the mother house in particular.

Since our PAE is a first-time analysis of the Project, we developed a framework with a final goal where the model can be reused in other facilities in the field of social services. What determines the future success of the operation of such social projects as Mother's House. What determines the future success of the operation of such social projects as Mother's House.

Figure 14. The influence of the level of funding on the quality of the MH’s services
Figure 14. The influence of the level of funding on the quality of the MH’s services

Город Количество подопечных

Социальный портрет молодой женщины в проекте «Дом мамы»

У 19% - отношения с кровными родителями утрачены 47% - росли в неполной семье

Опыт пережитого насилия (%)

Reasons and Risk of Abandonment (%)

Marital Status and Risk of Abandonment (%)

Reasons for entering the Mother House

Risk of abandonment of a child low medium high

Marital status Risk of abandonment of a child

СОЦИАЛЬНЫЙ ПОРТРЕТ ПОДОПЕЧНОЙ ДОМА МАМЫ

Education and Risk of Abandonment (%)

Education Risk of abandonment of a child

Types of violence

Risk of abandonment of a child

Поддержка желания женщины сохранить ребенка в семье (%)

Общие характеристики жизненной ситуации подопечных

Основные социально-демографические характеристики подопечных Домов мам

Особенности семейной ситуации подопечных домов Мам;

Факторы, влияющие на отказ от ребенка;

Сурет

Figure 1. The statistics on the number of orphans and residential institutions in Kazakhstan, as  of January 1, 2019
Figure 2. Visual representation of Quality-adjusted Quantity Model
Figure 4. Locations of Mother House Facilities across Kazakhstan
Figure 5. Social Portrait of a Young Woman in the Mother House Project
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Ақпарат көздері

СӘЙКЕС КЕЛЕТІН ҚҰЖАТТАР

Zhaparov3 1Kyrgyz-Turkish Manas University, Bishkek, Kyrgyzstan; 2Kyrgyz-Russian Slavic University, Bishkek, Kyrgyzstan; 3Kyrgyz State Technical University, Bishkek, Kyrgyzstan

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