The Impact of Service System Transformation on Human Service Agencies: Competing Ministry Directives and Strategic Innovative Leadership Adaptations

ABSTRACT

This article will present qualitative research findings on the impact of service system transformation on three children’s mental health and child welfare agencies in Ontario, Canada. A multiple-case study, multimethod design, and thematic data analysis were used with 41 directors and supervisors. Competing ministry directives that leaders faced (lead agency competition, rising accountability, cross-sector collaboration, innovation, service excellence), and continuous funding constraints are linked with organizational impacts (competing values, changing identity and roles, complex data collection, diminished community collaboration, reduced resources, and viability). Leaders’ strategic adaptations to these external pressures are discussed along with future practice and research implications.

KEYWORDS:

• Contracting and accountability
• leadership and organizational change
• privatization
• management

Acknowledgments

I would like to thank Dr. Eli Teram, Dr. Wes Shera, Dr. Lamine Diallo, and Dr. Nancy Freymond for their support and guidance during the dissertation research study. I would also like to thank Dr. Teram, Dr. Shera, and the reviewers for their helpful feedback and suggested revisions to the draft manuscript. Lastly, I would like to thank the directors and supervisors who participated in this study for sharing their considerable knowledge and experience with us.

Declaration of interest

In accordance with Taylor and Francis’s policy and my ethical obligations as a researcher, I am reporting that there was a potential conflict of interest with one agency in this study. I have disclosed this issue fully to Taylor and Francis and the Research Ethics Board’s approved plan to manage this conflict of interest.