In Amsterdam, just like in 87 % of all municipalities in the Netherlands, integrated neighbourhood teams have been installed as an answer to the reform of the welfare state. During the last decade, the social domain has gone through its strongest change since 1945. Transitions by new national acts and policies have gone hand in hand with decentralisation, which has transferred most responsibilities in the social domain to municipalities, accompanied by less financial means. On the local level, these changes have been translated by municipalities into policies, responsibilities, interventions, and a repertoire that requires strong changes in the professional behaviour of all stakeholders. One of the newly implemented practices consists of interdisciplinary neighbourhood teams focussed on empowerment of people or families who are dealing with multiple challenges in their lives. Professionals from elder care, youth care, community development, and welfare organisations need to collaborate while they attempt to reconcile various professional perspectives on a specific problematic situation. At the same time, there is a shift for many professionals from solving problems for clients towards empowering the clients to solve problems themselves, based on their own strengths or their network. Most of the structural transitions and implementations might be finished; however, the transformation in professional behaviour following these changes, is just starting to develop. Despite a series of training courses in various methods, the Amsterdam neighbourhood team professionals strongly felt a need to deepen their experiences with situations in which the contact with a client or family had somehow stagnated.
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To face the challenges of an ageing population, many Western countries nowadays stimulate an ageing in place policy to empower older adults to grow old in their own homes with the highest degree of self‐reliance. However, many community‐living older adults experience limitations in (instrumental) activities of daily living ((I)ADLs), which may result in a need for home‐care services. Unfortunately, home‐care workers often provide support by taking over tasks, as they are used to doing things for older adults rather than with them, which undermines their possibilities to maintain their self‐care capabilities. In contrast, reablement focuses on capabilities and opportunities of older adults, rather than on disease and dependency. Consequently, older adults are stimulated to be as active as possible during daily and physical activities. The 'Stay Active at Home' programme was designed to train home‐care workers to apply reablement in practice. To explore the experiences of home‐care workers with this programme an exploratory study was conducting in the Netherlands, between April and July, 2017. In total, 20 participants were interviewed: nine nurses (including a district nurse), 10 domestic support workers and the manager of the domestic support workers. The semi‐structured interviews focused on the experienced improvements with regard to knowledge, skills, self‐efficacy and social support. Furthermore, the most and least appreciated programme components were identified. The study has shown that home‐care workers perceived the programme as useful to apply reablement. However, they also need more support with mastering particular skills and dealing with challenging situations. Future implementation of the 'Stay Active at Home' programme can potentially benefit from small adaptions. Furthermore, future research is needed to examine whether the programme leads to more (cost‐) effective home care.
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Adaptive governance describes the purposeful collective actions to resist, adapt, or transform when faced with shocks. As governments are reluctant to intervene in informal settlements, community based organisations (CBOs) self-organize and take he lead. This study explores under what conditions CBOs in Mathare informal settlement, Nairobi initiate and sustain resilience activities during Covid-19. Study findings show that CBOs engage in multiple resilience activities, varying from maladaptive and unsustainable to adaptive, and transformative. Two conditions enable CBOs to initiate resilience activities: bonding within the community and coordination with other actors. To sustain these activities over 2.5 years of Covid-19, CBOs also require leadership, resources, organisational capacity, and network capacity. The same conditions appear to enable CBOs to engage in transformative activities. How-ever, CBOs cannot transform urban systems on their own. An additional condition, not met in Mathare, is that governments, NGOs, and donor agencies facilitate, support, and build community capacities. This is the peer reviewed version of the following article: Adaptive governance by community-based organisations: Community resilience initiatives during Covid‐19 in Mathare, Nairobi. which has been published in final form at doi/10.1002/sd.2682. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions
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Op een waardige manier deelnemen aan en deel zijn van het maatschappelijk leven is niet altijd even makkelijk als je een beperking hebt. Het onderzoek van Jeroen Knevel is erop gericht bij te dragen aan de levenskwaliteit van mensen die belemmeringen ervaren. Zijn onderzoek doet hij samen met de praktijk en laat hij in allerlei creatieve en speelse vormen terugkomen in het onderwijs.
In het kader van de nieuwe Wet maatschappelijke ondersteuning (Wmo 2015) experimenteren welzijn- en zorgprofessionals op grote schaal met nieuwe methodieken om hulpvragen van burgers goed op te pakken en op te lossen (dagbesteding, vervoer, huishoudelijke zorg, etc.). Die ondersteuning moet goedkoper worden met behoud van levenskwaliteit van burgers. Gemeenten kunnen met professionals en burgers zelf een passende aanpak kiezen. Social workers, wijkverpleegkundigen en ergotherapeuten in de gemeenten Maastricht en Peel & Maas ervaren een grote variatie in aanpakken en merken dat er veel onduidelijkheid bestaat over welke aanpak het meest geschikt is. Ze willen niet alleen de onderlinge samenwerking verbeteren, maar ook de samenwerking met burgers. Deze professionals zijn concreet op zoek naar praktische hulpmiddelen om (1) de ondersteuningsvraag van burgers goed in kaart te brengen, (2) samen met burgers geschikte oplossingen te vinden en uit te voeren, en (3) de uitkomsten van dit traject goed en eenvoudig te monitoren. Hiervoor hebben de professionals en betrokken gemeenten ondersteuning gevraagd aan de Wmo-werkplaats van Zuyd Hogeschool, het Huis voor de Zorg en het Expertisecentrum voor Innovatieve Zorg en Technologie, waarvan Zuyd de penvoerder is. Ze worden daarbij ondersteund door Hogeschool van Arnhem en Nijmegen, Universiteit Maastricht, Movisie en diverse Limburgse welzijn- en zorgorganisaties. In leergemeenschappen in iedere gemeente gaan professionals, burgers, docent-onderzoekers en studenten samen aan de slag om de lokaal reeds ingezette hulpmiddelen en methodieken verder aan te scherpen en te verbeteren. Dit gebeurt middels actie-onderzoek waarin stapsgewijs verbeteringen in de aanpak worden uitgeprobeerd, geëvalueerd en doorgevoerd. Op systematische wijze worden kennis en ervaringen tussen de twee leergemeenschappen uitgewisseld zodat er optimaal van elkaar geleerd kan worden. Dit leidt uiteindelijk tot een concreet en gedragen ondersteuningspakket voor professionals en burgers dat zowel voor de beroepspraktijk als een breed scala aan opleidingen ter beschikking komt.
De laatste jaren is er veel veranderd in het sociale domein, waar bijvoorbeeld de schuldhulpverlening onder valt. Sociale hulpverleners, hebben daardoor meer dan ooit juridische kennis en vaardigheden nodig. In verschillende onderzoeken kijken we hoe bewust sociale hulpverleners omgaan met het recht.
