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Abstract
The present study reviews organizational, legal, and case study examples to examine organizational decision making in cases of child maltreatment. Three questions are posed. What were the stated and unintended results of the Child Protective Services Reform Act of 1996 on the functioning of the Child Protection System in New York? Second, are there outside pockets of influence such as political, organizational, social, community, or religious pressures that affect the functioning of the Child Protection System (CPS) in New York? Third, what will be the consequences, both short term and long range, for the citizens, children, and families who come in contact with the system of Child Protection? Given an increase in severe child maltreatment cases an understanding of the organizational and legal decision-making process is critical.