The Implementation of Market-Based Child Welfare Innovations
This chapter describes the changes that foster care agencies made, or anticipated making, as they shifted to a performance-based contracting system. Using qualitative analyses of sixty-four in-depth interviews with administrators and supervisors from nine non-profit child welfare agencies, the study compares the actual adaptations made by agencies working in this environment to changes that other agencies anticipated making as they moved into to this environment. The chapter identifies multiple organizational, managerial, and staff-related changes undertaken by child welfare agencies entering this contracting environment, finds that agencies entering performance-based environments do not anticipate the depth of change necessary to succeed within them, discusses the differences in perceptions of changes that occur between staff at various organizational levels, and notes the impact of this performance-based contracting on agency staff and foster children.
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