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

Bowen McBeath1, Emmeline Chuang2, Sarah Carnochan3

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Summary

Managers face fewer challenges in human service delivery contracts when they have greater involvement and engage in boundary spanning. This research explores effective contract-based service coordination strategies for human services.

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CollaborationContractingEvidence-based practiceHuman servicesMental health services

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Area of Science:

  • Public Administration
  • Human Services Management
  • Organizational Behavior

Background:

  • Contracting for evidence-based practices (EBP) is increasing in human services.
  • Limited research exists on how managers lead contract-based service delivery.
  • Understanding managerial roles is crucial for effective service coordination.

Purpose of the Study:

  • To examine the relationship between contract-based service coordination and managerial factors.
  • To identify predictors of effective managerial role, involvement, and boundary spanning in human service contracting.
  • To explore how managers lead contract-based human service delivery.

Main Methods:

  • A 2015 survey of 193 managers from five San Francisco Bay Area county human service departments.
  • Multivariate regression analysis to assess relationships between variables.
  • Examined service coordination, managerial role, involvement, and boundary spanning.

Main Results:

  • Managers at executive and program levels reported fewer service coordination challenges.
  • Greater contract involvement was associated with fewer coordination challenges.
  • Contract-focused boundary spanning predicted fewer service coordination challenges.

Conclusions:

  • Organizational and managerial dimensions are key to successful contract-based service delivery.
  • Effective management strategies can mitigate challenges in human service contracting.
  • Further research should explore leadership in contract-based human services.