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This paper presents parents' experiences of community support and their recommendations for how their communities, and the services within them, might support their families. Generated through a human‐centred design methodology and using a desire‐centred framework, the findings suggest that parents receiving a family service require support invoking feelings of intimacy, trust, reciprocity, inclusivity, connection and belonging. Parents' recommendations for community support include addressing material and attitudinal constraints impacting on engagement with services; creating non‐judgmental services tailored to their needs but accessed as a last resort; and creating peer‐based opportunities to support each other. Parents reflect that moving beyond basic survival of risk and vulnerability to a position where thriving is possible requires purposeful integration of parent's existing and desired community into service interventions. Facilitating deliberate change at the intersection of community and service support is pertinent to current and future social work policy and practice. Wider opportunities for understanding and enabling the needs and aspirations of parents, which are often overlooked because of a focus on addressing risk and vulnerability, are considered. [ABSTRACT FROM AUTHOR]

Vague programme descriptions are known to impede implementation and evaluation. Yet social work change programmes often fail to describe in detail how they aim to provide better outcomes for children and families. This study focused on the Systemic Practice Model (SPM), which is a Finnish adaptation of Reclaiming Social Work, a practice model developed in England. The SPM aims to deliver systemic practice in children's social care and has recently been widely disseminated across Finland. However, research has found both considerable variation in its delivery and a lack of clarity about what it is. This study, applying realist evaluation, aimed to formulate a programme theory based on the perceptions of key informants (n = 12) involved in the national development and dissemination of the SPM during the period 2017–2019. The analysis yielded three core components (a systemic team, systemic weekly meetings, and systemic practice) and two context‐mechanism‐outcome (CMO) configurations, which represent causal chains of the SPM. The findings should enable its quality implementation and meaningful outcome and process evaluation. The findings will also aid organizations and practitioners both to identify changes required in their service provision and prevent adverse effects. This programme theory should be tested and refined with empirical data. [ABSTRACT FROM AUTHOR]