Earlier this year, the Office of Family Assistance (OFA) convened in Georgia for the 2024 National Fatherhood Summit and brought together fathers; fatherhood practitioners and advocates; federal, state, and local government leaders; tribal representatives; social services agency representatives; researchers; and representatives from institutions of higher learning from across the nation to share knowledge, best practices, and innovative strategies for engaging and supporting dads. Over two and a half days, participants immersed themselves in a community of passionate changemakers as they explored cutting-edge research, impactful program models, and policy recommendations. Participants uncovered ways to enhance services and systems that empower fathers to be an active, loving presence in their children's lives and pillars of strength in their communities.

OFA has released this webpage that reflects the agenda for the 2024 Summit and contains materials and recordings (as available, with permission) for sessions

This 2024 National Fatherhood Summit workshop shared the story of the Michigan Action Plan for Father Involvement (MAP-FI) and the collaboration between fatherhood practitioners and the Michigan Department of Health and Human Services. MAP-FI is a model for other locations interested in expanding support for father involvement and establishing permanent structures that support policies and programs benefiting fathers and their families. This session offered ideas and guidance about how to create similar coalitions in other localities, what initiatives these coalitions can take on, and the impact and importance of bringing these groups together.

Incentive-based strategies can significantly enhance participation in fatherhood programs, particularly when they are tailored to meet the specific needs of the program’s target population. However, these strategies must be carefully designed to combine immediate rewards with strategies that balance the use of incentives with efforts to foster intrinsic motivation and personal autonomy. This National Responsible Fatherhood Clearinghouse resource discusses the impact of fatherhood programs that integrate incentives into program activities and regular assessments of the incentive strategies.

In recent years, local, state, and federal child support offices started reexamining how their enforcement and collection roles can be paired with services that foster meaningful parental engagement and invest in the social and economic well-being of parents paying child support. In examining child support services, it is important to understand the reach they have throughout federal benefits. Across the continuum of human services programs, rules related to child support can impact whether someone qualifies for benefits, what amount they can receive, or the amount of child support they owe – including but not limited to the Supplemental Nutrition Assistance Program, Temporary Assistance for Needy Families, Medicaid, childcare, and child welfare. Often, federal and state policies’ options regarding child support practices are made by individual programs in distinct silos from each other. This American Public Human Services Association resource discusses strategies that can help create the enabling conditions for continued progress in re-centering state and local child support collaborations with other human services program areas.

Child support programs across the country serve millions of families with low incomes. They establish paternity and child support orders, and they collect child support payments that can help increase family financial stability and contribute to positive long-term outcomes for children. However, many parents with child support obligations struggle to make regular payments. This can result in less financial support for their children, strained parenting relationships, and a potentially substantial accumulation of debt. This Building Evidence on Employment Strategies brief describes the efforts of two county child support agencies in Ohio to increase the availability of supportive services to parents who owe child support, with the goals of improving their employment outcomes, increasing their ability to meet their child support obligations, and improving their relationships with their children. This brief is a part of the BEES Project, which is studying a range of approaches to improve economic mobility and stability for families.

All states may choose to allocate a portion of their Temporary Assistance for Needy Families (TANF) dollars to support fatherhood work. Despite this funding opportunity, very few states have taken advantage of it. States may have other priorities for the use of their TANF dollars, decision makers may not be aware of all the benefits of father involvement for child wellbeing, or TANF program leaders may have limited knowledge about the components of fatherhood programs and how to start/maintain fatherhood programming. This National Responsible Fatherhood Clearinghouse spotlight demystifies the process for using TANF funds to support fatherhood programming and looks at how Ohio has used their state TANF funds to support father-related services through the Ohio Commission on Fatherhood (OCF). The spotlight details the history of how OCF was established, how it works to meet four specific goals, and how its work throughout the state addresses two of the four purposes of the TANF legislation.

Many of the men who participate in fatherhood programs may have experienced trauma from adverse childhood experiences, community violence, or incarceration. Traumatic experiences can have a negative impact on fathers’ own functioning as well as on their children’s well-being, particularly for men of color or those with low incomes. In recent years, fatherhood programs and other social service providers have become more aware of how traumatic experiences can impact program participants. However, there is still a need to ensure that practitioners incorporate recognized, trauma-informed (TI) practices into their services. This MDRC brief provides practical information and easy-to-use tools designed to support TI practices in a fatherhood program context.

In support of the Administration for Children and Families’ (ACF) mission and strategic plan, ACF has developed a set of materials intended to provide guidance to hard-to-reach populations to increase their awareness and understanding of the array of resources that may be able to assist them. These resources are explicitly designed to be user-friendly and easy to digest. The materials include resources for transition-age youth exiting foster care, families with children ages 0-12, prospective Head Start participants, survivors of domestic violence looking to find and keep housing, fathers looking for benefits programs or parenting tips, and providers supporting those seeking post-disaster housing.

The Strengthening the Implementation of Responsible Fatherhood Programs (SIRF) project used an iterative learning approach, or learning cycles, to build evidence on promising practices for increasing participation in fatherhood programs. Fatherhood programs participating in the SIRF study implemented promising approaches to increase fathers’ participation, worked with the study team to assess how the approaches could be strengthened, and applied what they learned from those assessments to the next cycle. Each program tested one of three broad approaches to improving fathers’ enrollment, engagement, and retention in services. This Office of Planning, Research and Evaluation reflection includes six videos featuring program staff members and mentors describing the SIRF approaches tested and how the participants responded to those approaches.

This program snapshot examines how KEEP Fathers Engaged, a South Carolina fatherhood program, adapted to better engage fathers during the COVID-19 pandemic. The snapshot also highlights strategies this program and others used during the pandemic that may help strengthen service delivery going forward. These strategies include emphasizing retention of fathers in programming over recruiting new participants, adjusting program services to meet new needs that arose during the pandemic, and expanding the program’s reach by leveraging opportunities created by virtual service delivery.