When following a systems-based approach in child protection, caution is neededto stay focused on the safety of children. However, practice-oriented knowledgeon how to succeed is lacking. To explore whether professionals were able tokeep focus on child safety, research was carried out into the experiences of casemanagers applying an innovative, systems-based methodology in child protectionand youth parole services in the Netherlands, named: Intensive Family CaseManagement (IFCM). A representative sample of family meetings at the YouthProtection Amsterdam Area agency was monitored. Additionally, quality assurance instruments, case notes, and Family Plans filled out by case managers and their supervisors were examined on the use of children’s safety and needs tools. The results show that family meetings were organised in half of the cases. In only 25% of these face-to-face contacts all the family members were present. In nearly all families, the tools for child safety (94%), children’s needs (81%), and safety and risk assessment (90%) were used. Although the implementation of the IFCM methodology was still ongoing at the time of data collection, the analyses showed that case managers used the tools for almost all families. In contrast to this they had difficulties in adequately applying the systems-based approach. The results suggest that ongoing monitoring and support in daily practice is essential for working in accordance with a systems-based approach.
When following a systems-based approach in child protection, caution is neededto stay focused on the safety of children. However, practice-oriented knowledgeon how to succeed is lacking. To explore whether professionals were able tokeep focus on child safety, research was carried out into the experiences of casemanagers applying an innovative, systems-based methodology in child protectionand youth parole services in the Netherlands, named: Intensive Family CaseManagement (IFCM). A representative sample of family meetings at the YouthProtection Amsterdam Area agency was monitored. Additionally, quality assurance instruments, case notes, and Family Plans filled out by case managers and their supervisors were examined on the use of children’s safety and needs tools. The results show that family meetings were organised in half of the cases. In only 25% of these face-to-face contacts all the family members were present. In nearly all families, the tools for child safety (94%), children’s needs (81%), and safety and risk assessment (90%) were used. Although the implementation of the IFCM methodology was still ongoing at the time of data collection, the analyses showed that case managers used the tools for almost all families. In contrast to this they had difficulties in adequately applying the systems-based approach. The results suggest that ongoing monitoring and support in daily practice is essential for working in accordance with a systems-based approach.
Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value.
