An Analysis of Collaboration in a State-Level Interagency Transition Team

Interagency collaboration facilitates strong linkages to adult agencies, which improves adult outcomes among youth with disabilities (Kohler & Field, 2003; Repetto, Webb, Garvan & Washington, 2002). State-level transition teams increase collaboration, reduce duplication of resources, improve...

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Bibliographic Details
Published inCareer development and transition for exceptional individuals Vol. 35; no. 3; pp. 143 - 154
Main Authors Noonan, Patricia M., McCall, Zach A., Zheng, Chunmei, Gaumer Erickson, Amy S.
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.12.2012
SAGE Publications and Hammill Institute on Disabilities
Subjects
Agency Cooperation
Change
Government Employees
Social Networks
State Agencies
Students with Disabilities
Teamwork
Transitional Programs
systems change/policy
interagency collaboration
research
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Summary:Interagency collaboration facilitates strong linkages to adult agencies, which improves adult outcomes among youth with disabilities (Kohler & Field, 2003; Repetto, Webb, Garvan & Washington, 2002). State-level transition teams increase collaboration, reduce duplication of resources, improve professional development, and heighten the cross-flow of information (Blalock, 1996; Wehman, 1998). Using social network (Daly, 2010) and focus group analysis (Krueger & Casey, 2000), this mixed methods study examined changes in collaboration, as well as collaborative characteristics and activities, among members of one state-level transition team. Analysis of the social network indicated a significant increase in the network density. Furthermore, focus group results indicated a range of collaborative strategies that built group cohesion and facilitated movement toward improving transition and student outcomes.
ISSN:2165-1434
2165-1442
DOI:10.1177/2165143412443083