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Performance contracting: the Colorado model.

R W Glover, B L Berger, L A Nelson

    Journal of Mental Health Administration
    |January 4, 1990
    PubMed
    Summary
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    A negotiated performance contracting system grants community mental health centers entrepreneurial freedom. This system balances center autonomy with state division of mental health oversight.

    Area of Science:

    • Health Services Research
    • Public Administration
    • Mental Health Policy

    Background:

    • Community mental health centers (CMHCA) require operational flexibility.
    • State divisions of mental health (DMH) need to ensure accountability and control.
    • Traditional funding models may limit innovation in mental healthcare delivery.

    Purpose of the Study:

    • To analyze the development and impact of a performance contracting system.
    • To examine the negotiation process between CMHCA and DMH.
    • To evaluate the balance between entrepreneurial freedom and state oversight.

    Main Methods:

    • Qualitative analysis of the negotiation process.
    • Review of performance contracting agreements.
    • Assessment of CMHCA operational changes post-implementation.

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    Main Results:

    • A performance contracting system was successfully negotiated.
    • The system allows for entrepreneurial initiatives within CMHCAs.
    • DMH maintains adequate oversight and control mechanisms.

    Conclusions:

    • Performance contracting can foster innovation in community mental health.
    • Collaborative negotiation is key to balancing autonomy and control.
    • This model offers a viable framework for public-private partnerships in mental health.