In 2024, we shared the big news: our CAR shelter was officially transferred to the Peruvian government (INABIF) after years of Solid fully managing its operations. Many people—ourselves included—wondered what this change would bring. Would the care for teenage mothers remain the same? Would the transition truly ensure sustainability, or would it bring new challenges?
[🔗 Read our initial article on the transition here.]
Now, several months into 2025, we look back at how things have unfolded—a mix of progress, adaptation, and hard-earned lessons.
✅ 7 DIA staff members are now officially part of INABIF.
✅ The INABIF team has grown to 22 staff members.
✅ 9 teenage mothers and 6 babies are currently in the shelter.
✅ Internal communication is improving.
✅ There's a good collaboration with DIA, where we can give trainings to the team.
Leadership Shifts
While we hoped to maintain leadership for continuity, this was not feasible. During the first months of the transfer, three temporary responsibles took charge before a permanent one was selected in August 2024—each with a different approach, inevitably changing the work atmosphere.
While the entire DIA team initially stayed as freelancers, half eventually left—a major loss of experience. New INABIF hires joined, the team grew, and roles shifted, creating a more segmented, hierarchical structure with differing work styles. Despite these challenges, many held tight, waiting to become official government workers—a process that required passing an exam. This stretched over eight months and proved frustrating for many.
In the end, seven of our team members passed the test and are now officially working for INABIF. Their perseverance means that the knowledge, experience, and care they built over the years remain present in the shelter, even as the structure around them continues to evolve.
Four Key Differences in the Transition
1. Shift in Beneficiaries
Previously, the shelter housed both teenage mothers and adolescent girls in need of protection. However, under INABIF’s management, the shelter now exclusively serves teenage mothers and their children. This allowed the shelter to be recognised as a specialised CAR, with a bigger team and adapted services.
2. From Trust-Based Autonomy to Control
At DIA, we believed that if you don’t want teenage mothers to feel locked up, you need to create an environment where they feel safe and want to stay. The approach was based on trust and responsibility, sometimes even literally, leaving doors open to create a homely atmosphere.
Now, under government management, the initial approach to safety was highly restrictive, with zero tolerance for runaways leading to increased control and supervision—even for simple things like going to the bathroom. In the first months, every girl had to be accompanied to school, outside trips were not allowed, and visits were significantly limited.
While these measures were put in place to ensure security, they also changed the daily atmosphere in the shelter. However, over time, there will be more flexibility as adjustments are made and trust is built within the new structure.
3. From Flexible, Problem-Solving Teams to Hierarchical Structures
The biggest difference in the team structure is size. At DIA, we worked with 13 staff members, all trained to work independently and problem-solve as a team.
Now, the shelter operates with 22 staff members, including:
✔ More vigilantes to ensure security
✔ A dietician to oversee nutrition
✔ An in-house child care worker for the teenage mothers’ children
✔ An education officer to follow up on schooling specifically
✔ A nurse to handle medical needs
While this may seem like an improvement, the larger team has created a more hierarchical structure, where staff members are now limited to their specific roles. This shift has been particularly frustrating for our team. Before, they were well-trained and fully capable of handling a crisis situation with a teenage mother—knowing exactly how to respond with care and expertise. Now, if a girl enters a crisis, they are required to call the psychologist instead of stepping in themselves. Even though they know what to do, they are no longer allowed to act. This limitation not only delays support in urgent situations but also leaves skilled staff feeling powerless in moments where they could make a real difference.
Given that the shelter currently houses nine teenage mothers (and their children), this level of structure at times feels disproportionate. The complexity of the hierarchy doesn’t always match the scale of the care needed, making it an ongoing adjustment for both staff and residents.
3. From Practical Decision-Making to Heavy Bureaucracy
A major shift has been the increase in bureaucracy in daily operations. Staff are now required to document and report nearly every aspect of shelter life, adding a significant administrative burden.
One example of this is meal supervision—every meal must be photographed and reported to Lima, with precise measurements down to the grams of salt used. Additionally, the dietician, rather than the girls themselves, now decides all meals, prioritizing nutrition but not always considering cultural preferences. With residents coming from different regions of Peru and even abroad, many struggle with meals they are unfamiliar with or simply don’t like.
While the goal is standardization and oversight, the extensive reporting requirements often take time away from direct care, creating frustration among staff who feel their focus is shifting from support to paperwork.
Financial Challenges
The first year of transition also brought significant financial challenges. These included delays in payment of wages, as well as a lack of materials for workshops and essential needs. As INABIF struggled to cover these costs, Solid stepped in to ensure continuity. While there have been some improvements—office materials are now abundant, and wages for fixed staff are now being paid—wages for freelancers still lack behind; With assurances from the government, we hope this will improve in 2025.
The Road Ahead
This transition is far from over. But we stand by our belief that for real change to happen, the system itself must take responsibility. While the approach has evolved, the core mission remains the same: providing a safe space, guidance, and a future for teenage mothers who need it most.
To be continued.
#SolidPeru #FairFuture #SocialImpact