Implementing Services Integration and Interagency Collaboration: Experiences in Seven Counties

This study discusses how human service agencies implemented systems to improve service coordination through structural integration or interagency collaborative service delivery systems. Findings identified integration and change leadership principles, including clear processes to implement a powerfu...

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Bibliographic Details
Published inAdministration in social work Vol. 37; no. 4; pp. 356 - 371
Main Authors Packard, Thomas, Patti, Rino, Daly, Donna, Tucker-Tatlow, Jennifer
Format Journal Article
LanguageEnglish
Published New York Routledge 01.09.2013
Taylor & Francis LLC
Subjects
change leadership
Collaboration
Cooperation
Customer services
Delivery Systems
Executives
Human Services
Interest Groups
Interorganizational Networks
Leadership
Management theory
Manycountries
Marketing
organizational change
services integration
Social Integration
structural integration
Studies
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Summary:This study discusses how human service agencies implemented systems to improve service coordination through structural integration or interagency collaborative service delivery systems. Findings identified integration and change leadership principles, including clear processes to implement a powerful vision, a strongly committed executive team, stakeholder involvement, and aggressive marketing of the goals.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 23
ISSN:0364-3107
2330-3131
1544-4376
2330-314X
DOI:10.1080/03643107.2012.714719