Service Coordination by Public Sector Managers in a Human Service Contracting Environment

Authors

Bowen B. McBeath, Portland State UniversityFollow
Emmeline Chuang, University of California, Los AngelesFollow
Sarah Carnochan, University of California-BerkeleyFollow
Michael J. Austin, University of California-BerkeleyFollow
Marla Stuart, University of California-BerkeleyFollow

Published In

Administration & Policy in Mental Health & Mental Health Services Research

Document Type

Citation

Publication Date

3-2019

Abstract

Despite emerging evidence of contracting for evidence-based practices (EBP), little research has studied how managers lead contract-based human service delivery. A 2015 survey of 193 managers from five San Francisco Bay Area county human service departments examined the relationship between contract-based service coordination (i.e., structuring cross-sector services, coordinating client referrals and eligibility, overseeing EBP implementation) and the predictors of managerial role, involvement, and boundary spanning. Multivariate regression results suggested that county managers identified fewer service coordination challenges if they were at the executive and program levels, had greater contract involvement, and engaged in contract-focused boundary spanning. In conclusion, we underscore the organizational and managerial dimensions of contract-based service delivery.

Description

© Springer Science+Business Media, LLC, part of Springer Nature 2018

Locate the Document

https://doi.org/10.1007/s10488-018-0899-1

DOI

10.1007/s10488-018-0899-1

Persistent Identifier

https://archives.pdx.edu/ds/psu/27199

Citation Details

McBeath, B., Chuang, E., Carnochan, S., Austin, M. J., & Stuart, M. (2018). Service Coordination by Public Sector Managers in a Human Service Contracting Environment. Administration And Policy In Mental Health. https://doi.org/10.1007/s10488-018-0899-1