Strengthening Public-Private Partnerships in State Child Welfare Systems: Results of a Multi-State Strategic Planning Process

Abstract

Dramatic growth in health and human service contracting over the past two decades has increased the need for managerial competency in the development and sustainment of effective cross-sector partnerships. Although the quality of relations between partnering agencies can affect client outcomes, few macro-level interventions for strengthening cross-sector partnerships have been described or tested in the literature. This article describes a facilitated, strategic planning process implemented in five different states and presents pre-post test results of its effect on different factors known to affect partnership success. Implications for child welfare administrative practice and research are discussed.

KEYWORDS:

• organizations/systems
• leadership
• administration and supervision
• child welfare

ACKNOWLEDGEMENTS

This research was conducted under the Quality Improvement Center on Privatization of Child Welfare Services funded by the U.S. Department of Health and Human Services, Administration for Youth and Families, Children's Bureau. The authors report no competing interests.

Additional information

Notes on contributors

Emmeline Chuang

Emmeline Chuang, PhD, is an Assistant Professor in the Fielding School of Public Health at the University of California Los Angeles in Los Angeles, CA.

Bowen McBeath

Bowen McBeath, MSW, PhD, is an Associate Professor in the School of Social Work and Hatfield School of Government at Portland State University in Portland, OR.

Crystal Collins-Camargo

Crystal Collins-Camargo, MSW, PhD, is an Associate Professor in the Kent School of Social Work at the University of Louisville in Louisville, KY.

Mary I. Armstrong

Mary I. Armstrong, MSW, PhD, is an Associate Professor in the Department of Child & Family Studies, Division of State and Local Support at the University of South Florida in Tampa, FL.