Assessing Interagency Collaboration Through Perceptions of Families

Abstract

The purpose of the study reported in this article was to describe the perceptions of families about services they received from multiple health and social service agencies. The conceptual framework of the Interagency Collaboration Model was used to guide the descriptive study. Face-to-face interviews were conducted with 12 families who had received services from at least 3 agencies in the year before data collection. Results of the study showed that families had an average of 5.6 services over the year before the interviews were conducted. Family incomes ranged from totally inadequate to mostly adequate. Education of the participants ranged from 6th grade to some college. Most services were health-related. Interviews revealed that agency personnel were aware of other agencies, according to families' reports. Domain similarity did not appear to be a characteristic of the agencies in this study.

Keefektifan Kerja Sama Antarlembaga dalam Operasi Pemulihan Bencana Alam Banjir Studi Empirik di Provinsi DKI Jakarta

“…Studi tentang kerja sama intergency dari penelitian Jennings (1998), Selden et al (2006), Chaudry et al (2000) dan Ervin (2004) berdasarkan persepsi organisasi dan klien memperlihatkan kerja sama interagency berpengaruh positif pada outcomes tetapi belum menunjukkan faktor-faktor yang mempengaruhi kesuksesan kerja sama interagency, sehingga perlu dilakukan penelitian pada berbagai faktor yang mempengaruhi keberhasilan kerja sama interagency. Penelitian berdasarkan persepsi yang lain dilakukan oleh Ervin (2004) tentang persepsi keluarga terhadap berbagai agen pelayanan kesehatan di New York hasilnya menunjukkan adanya pengaruh positif kerja sama terhadap outcomes (keluarga). Keluarga memperhatikan kerja sama interagency ini dan menunjukkan hal yang positif pada keterlibatan organisasi-organisasi dalam interagency.…”

“…Kerangka konseptual kerja sama interagency didasarkan pada sub model Polivka (1995) yang diadaptasi oleh Ervin dan Chaudry et al (2000) meliputi lima kontruksi yaitu faktor-faktor lingkungan (environmental factors), faktor-faktor situasional (situational factors), karakteristik tugas (task caracteristics), proses-proses interagency (interagency processes), dan hasil-hasil atau outcomes. Penelitian tentang keefektifan kerja sama interagency yang didasarkan pada pendekatan keefektifan kontingensi (contingency effectiveness approaches) yang meliputi resource inputs, internal processes dan product service outputs (inputsprocess-outputs) dilakukan oleh beberapa peneliti yaitu Chaudry et al (2000), Polivka et al (2001) dan Ervin (2004).…”

“…Penelitian Chaudry et al (2000), Polivka et al (2001) dan Ervin (2004) merupakan tiga sub model yang menjadi dasar penelitian kerja sama interagency. Penelitian-penelitian kerja sama interagency berdasarkan faktor internal organisasi merupakan pengembangan dari penelitian Chaudry et al (2000), Polivka et al(2001) dan Ervin (2004). Variabel-variabel yang dikombinasikan dari penelitian-penelitian tersebut meliputi variabel interagency processes dan outcomes, serta resource inputs dari organisasi-organisasi yang meliputi leadership, communication, trust dan commitment.…”

Conceptualising and Facilitating Success in Interagency Collaborations: Implications for Practice from the Literature

“…Reports of interdisciplinary or interagency initiatives in the literature support the growing belief that collaboration between normally separate service providers in the health and education arenas can provide more comprehensive, appropriate, and ecologically valid support to children in need than independent agency work alone (Abbott, Jordan, & Murtaza, 1995;Bunger et al, 2014;Ervin, 2004;Finello, 2011;Green, Rockhill, & Burrus, 2008;Horwath & Morrison, 2011;McPherson, MacNamara, & Hemsworth, 1997;Sheridan et al, 2009;Walter & Petr, 2000). Agreeably, certain conditions can exist that necessitate different agencies providing similar services, and could even serve as an ongoing rationale for maintenance of agencies with unique identities, despite service overlap; for instance, a large geographical area and/or large number of clients, the presence of distinct and/or multiple funding and planning bodies driving related agencies in different directions, and variation between agencies in their models for service delivery (Abbott et al, 1995;Bradshaw, 1997;Germundsson, Hillborg, & Danermark, 2011;Walter & Petr, 2000).…”

“…Not surprisingly, communication between collaborative team members features as one of the most salient aspects in facilitating successful interagency service delivery (Arredondo et al, 2004;Bradshaw, 1997;Bunger et al, 2014;Finello, 2011). Echoing the significance of communication and interpersonal relationships in establishing and maintaining collaborations, Collin (2009) and others (Bunger et al, 2014;Ervin, 2004;Finello, 2011;Germundsson et al, 2011;Grace et al, 2012;Green et al, 2008;Horwath & Morrison, 2011;Tseng et al, 2011) posit that successful collaboration involving two or more disciplines and/or agencies is hinged upon collaborators:…”