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Abstract: US public child welfare agencies have faced increasing pressure in the first decade of this century to demonstrate efficiency and accountability, even as the Great Recession increased pressures on millions of families and undermined human service funding. This paper reports on analyses of the two cohorts of local public child welfare agencies from the National Survey of Child and Adolescent Well-Being to identify changes in their structure and practice. Local agency adaptations have included some structural integration and apparently increased use of subcontracting, including investigations. Collectively, these trends appear to be fostering a tighter coupling of local child welfare agencies with other service providers. Some of these connections may improve families' access to a range of services. However, the increased reliance on private providers may also undermine accountability and flexibility to respond to changing needs. [Copyright &y& Elsevier]

Abstract: States continue to experiment with ways of improving health and human service use by people with complex needs. Such efforts have often sought to increase individual and family control over services as well as to enhance coordination among providers. Paths to achieving these goals are not well understood. This study draws on two previously distinct conceptual frameworks to examine how 71 public schools implemented a team approach to increasing family and agency engagement for children at risk. Results from the longitudinal data fit the core components expected to affect implementation and also indicated sustainability, but in ways distinctive to the initiative's public school settings. Accountability to the state appeared to be a major catalyst, yet in some respects also constrained local agencies from participating as intended. School inertia may have both undermined the program through some evaluation practices and gaps in administrative support, and supported integration into organizational routines and successful experimentation over time in increasing caregiver involvement. Family hesitation about sharing information with multiple agencies may also help explain why the goal of seamless coordination remains elusive. [Copyright &y& Elsevier]

Abstract: Unmet need for behavioral health care is a serious problem for crossover youth, or those simultaneously involved with the child welfare and juvenile justice systems. Although a large percentage of crossover youth are serious emotionally disturbed, relatively few receive necessary behavioral health services. Few studies have examined the role of inter-agency collaboration in facilitating behavioral health service access for crossover youth. This study examined associations for three dimensions of collaboration between local child welfare and juvenile justice agencies—jurisdiction, shared information systems, and overall connectivity—and youths'' odds of receiving behavioral health services. Data were drawn from the National Survey of Child and Adolescent Well-Being, a national survey of families engaged with the child welfare system. Having a single agency accountable for youth care increased youth odds of receiving outpatient and inpatient behavioral health services. Inter-agency sharing of administrative data increased youth odds of inpatient behavioral health service receipt. Clarifying agency accountability and linking databases across sectors may improve service access for youth involved with both the child welfare and juvenile justice systems. [Copyright &y& Elsevier]

Abstract: Child welfare agency caseworkers play a pivotal role in ensuring these children''s safety and well-being, conducting initial investigations, making placement decisions and service referrals, and monitoring children''s situations while cases are active. At this point, the empirical literature provides little guidance about how child welfare agency managers can best support caseworkers in these challenging functions. This article draws on available empirical literature to describe how agency management may affect children''s experiences in the child welfare system and their resultant outcomes. The author notes what we may currently conclude from available literature as well as what knowledge gaps remain to be addressed. At this point the most robust evidence basis for agency management relates to human resource practices, but even these findings derive mostly from other settings and need to be tested directly in child welfare contexts. There is virtually no empirical evidence about how child welfare agency management affects children''s outcomes over time. [Copyright &y& Elsevier]

Abstract: Human service agencies are encouraged to collaborate with other public and private agencies in providing services to children and families. However, they also often compete with these same partners for funding, qualified staff, and clientele. Although little is known about complex interagency dynamics of competition and collaboration in the child-serving sector, evidence suggests that competition can undermine collaboration unless managed strategically. This study explores the interrelationship between competition and collaboration, sometimes referred to as “co-opetition.” Using a national dataset of private child and family serving agencies, we examine their relationships with other child serving sectors (N=4460 pair-wise relationships), and explore how variations in patterns of collaboration and competition are associated with several organizational, environmental and relational factors. Results suggest that most relationships between private child welfare agencies and other child serving agencies are characterized by both competition and collaboration (i.e. “co-opetition”), and is most frequently reported with other local private child welfare agencies. Logistic regression analyses indicate that co-opetition is likely to occur when private child welfare agencies have a good perceived relationship or a sub-contract with their partner. Findings have implications for how agency leaders manage partner relationships, and how public child welfare administrators structure contracts. [Copyright &y& Elsevier]

Abstract: This paper argues for a conceptual reorientation to research and practice that emphasizes the prominence of institutional and organizational factors in the lives of those who are involved in child welfare systems. Current child welfare reform efforts are premised on the idea that agencies—their structures, management, and internal approaches to organizing their workforce and frontline services—may be influential drivers of and barriers to innovation in practice and policy. We unpack this premise by providing an introduction to the institutional and organizational context of child welfare practice that highlights the diverse contexts and contributions of public and private child welfare agencies. We then review five domains for future research and present examples of studies that might be undertaken. The paper concludes by introducing the symposium papers and identifying their contributions to child welfare and human service research. [Copyright &y& Elsevier]

Abstract: Differences in how services are organized and delivered can contribute significantly to variation in outcomes experienced by children and families. However, few comparative studies identify the strengths and limitations of alternative delivery system configurations. The current study provides the first empirical typology of private agencies involved with the formal child welfare system. Data collected in 2011 from a national sample of private agencies were used to classify agencies into five distinct groups based on internal management capacity, service diversification, integration, and policy advocacy. Findings reveal considerable heterogeneity in the population of private child and family serving agencies. Cross-group comparisons suggest that differences in agencies' strategic and structural characteristics correlated with agency directors' perceptions of different pressures in their external environment. Future research can use this typology to better understand local service systems and the extent to which different agency strategies affect performance and other outcomes. Such information has implications for public agency contracting decisions and could inform system-level assessment and planning of services for children and families. [Copyright &y& Elsevier]