In de afgelopen eeuw ondergingen professionals – ook maatschappelijk werkers – een dramatische rolwisseling, zo beargumenteert Ed de Jonge. Hij vergelijkt deze verschuivingen met de dramadriehoek en de dialectische ontwikkeling en concludeert dat professionals in onze tijd de rol van slachtoffer vervullen.
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In the Netherlands, like in many other developed countries, the care sector is facing challenges in a dynamic environment. Regulation is increasing, patients are becoming more critical, budget responsibility will be transferred from country- to municipality level in association with cuts in funding, and more and more emphasis is put on transparent execution of medical treatment procedures and protocols (cf. ActiZ, 2012; Zorgvisie, 2014). In this challenging environment also small healthcare organizations are urged to professionalize their management accounting and control practices (ActiZ, 2012). This paper describes, using the problem solving research approach derived from Mitroff et al. (1974), the introduction of a Management Accounting and Control System (MACS) and its effect in a young, fast growing, small care organization in the Netherlands. The MACS for this company consists of four components: cost and margin calculation per product; time registration facilities; budgeting and variance analysis; and ICT support. The introduction of the MACS has led to accurate, structurally available, and visible financial information for accounting and controlling, thus providing insight in the organization's current situation and into how to move the organization forward in its challenging environment. It is finally argued that similar care organizations may benefit as well from a comparable MACS.
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Introduction: Nowadays the Western mental health system is in transformation to recovery-oriented and trauma informed care in which experiential knowledge becomes incorporated. An important development in this context is that traditional mental health professionals came to the fore with their lived experiences. From 2017 to 2021, a research project was conducted in the Netherlands in three mental health organizations, focussing on how service users perceive the professional use of experiential knowledge. Aims: This paper aims to explore service users’ perspectives regarding their healthcare professionals’ use of experiential knowledge and the users’ perceptions of how this contributes to their personal recovery. Methods: As part of the qualitative research, 22 service users were interviewed. A thematic analysis was employed to derive themes and patterns from the interview transcripts. Results: The use of experiential knowledge manifests in the quality of a compassionate user-professional relationship in which personal disclosures of the professional’s distress and resilience are embedded. This often stimulates users’ recovery process. Conclusions: Findings suggest that the use of experiential knowledge by mental health professionals like social workers, nurses and humanistic counselors, demonstrates an overall positive value as an additional (re)source.
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This Impuls 2020 proposal of ArtEZ University of the Arts focuses on strengthening the institutional structure and organizational infrastructure of its Research and Outreach Unit, by developing and building ArtEZ Research & Outreach. ArtEZ Research & Outreach is a centralized research incubation and development space to facilitate the large communities of researchers at ArtEZ. Based on the portfolio of diverse practices, disciplinary competences, and domain expertise, it explores and develops common grounds for new ways of shared, de-disciplined research and outreach activities across the university and with relevant external partners and stakeholders. The 2 key areas in which Impuls-activities will be performed are: 1. Strategic Research Programming and Networking – Aligning expertise, combining research resources and developing strategic networks Our first objective is to define a long-term Strategic Research Program, to set the directions of urgent and future-proof research topics, directly related to needs and demands from internal (research, education) and external (societal, industrial) stakeholders, with the ambition to create maximum value and impact for researchers, students and professionals and preserving the power of art. This area also includes networking, to develop diverse multi-stakeholder consortia within and around the selected strategic research topics. Our objective is to create multi-lateral exchanges, bringing people together in diverse communities for building consortia to prepare for joint practices of research, impact, accountability, and intervention towards collective research development. 2. Professional Research Support Infrastructure We need to develop and professionalize our research support infrastructure to facilitate professors and researchers in preparing, performing and managing (organizationally and financially) their research projects. The ambition is to increase ArtEZ’ participation in projects for research in the arts, from networking to dissemination and implementation of the research results and output, by developing a strong and sustainable research portfolio and financing strategy.
