Performance-Based Contracting for Human Services

Martin, Lawrence L.

doi:10.1300/j147v29n01_05

Cited by 94 publications

(104 citation statements)

References 6 publications

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“…Further, these problems are exacerbated by regulatory requirements that add additional barriers through increased paperwork, assessment requirements, and financial screening (Martin, 2005;Soman, Brindis, & Dunn-Malhotra, 1996). Together, these barriers can hinder initial intake assessments, delay entry into treatment, and lead to missed treatment opportunities (Farabee, Leukefeld, & Hays, 1998;Hser, Maglione, Polinsky, & Anglin, 1998).…”

Section: Introductionmentioning

confidence: 99%

Process improvement needs in substance abuse treatment: Admissions walk-through results

Ford

Green

Hoffman

et al. 2007

Journal of Substance Abuse Treatment

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Researchers have questioned whether the addictions treatment infrastructure will be able to deliver high quality care to the large numbers of people in need. In this context, the Robert Wood Johnson Foundation (RWJF) and Center for Substance Abuse Treatment (CSAT) created a nationwide network to improve access and retention in treatment. Applicant agencies described results of an admissions process "walk-through." This qualitative study used narrative text from 327 applications to RWJF, focusing on admissions-related problems. We developed and applied a coding scheme, then extracted themes from code-derived text. Primary themes described problems reported during treatment admissions: poor staff engagement with clients, burdensome procedures and processes, difficulties addressing the clients' complex lives and needs, and infrastructure problems. Sub-themes elucidated specific process-related problems. Though findings from our analyses are descriptive and exploratory, they suggest the value of walk-through exercises for program assessment and programlevel factors that may affect treatment access and retention.

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Section: Introductionmentioning

confidence: 99%

Process improvement needs in substance abuse treatment: Admissions walk-through results

Ford

Green

Hoffman

et al. 2007

Journal of Substance Abuse Treatment

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“…In a PPP all financial rewards should be tied to any contract extension or renewal to contractor's achievement [14]. Controlling and monitoring process of the partnership should respect both parties and measures should be as neutral as possible.…”

Section: Public Private Partnershipmentioning

confidence: 99%

Requirements as Operational Metrics? – Case: Finnish Defense Forces

Häyhtiö¹

2016

Management and Production Engineering Review

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The purpose of this paper is to study how requirements management could be utilized in connection to a service performance measurement system. Public private partnership (PPP) in Finnish Defence Forces' (FDF) catering operations is studied as a case example. There are two research questions, which are studied: Firstly, do catering operations create KPI's, which enable inter-functional co-operation and service development? Secondly, do these KPIs support both efficiency and effectiveness of PPP catering operations? Evidence from the previous studies on the subject indicates that there should be a single "power-by-the-hour" metrics unit, which enables a transparent follow-up of the performancebased operations. This research highlights requirements value in creation of economic efficiency and effectiveness from the end-user point-of view and reciprocal value creation between inter-functional service systems. This research's results show that focus on portion control can produce information, which enhances inter-functional co-operation between PPP stakeholders.

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“…Over the past few decades the role of government-at least in the industrialised West-has steadily shifted from that of a 'provider' of services to that of a 'purchaser' of services (Collins-Comargo et al 2011;Koning and Heinrich 2013;Martin 2005). This shift has been underpinned by the logic of competition and, unsurprisingly, has been accompanied by the application of competitive processes for the allocation of funding (NSW DPC 2009).…”

Section: Introductionmentioning

confidence: 99%

Does Outcomes-Based Reporting Contribute to or Contradict the Realisation of Social Outcomes?

Tomkinson¹

2016

The Three Sector Solution

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Performance-Based Contracting for Human Services

Cited by 94 publications

References 6 publications

Process improvement needs in substance abuse treatment: Admissions walk-through results

Process improvement needs in substance abuse treatment: Admissions walk-through results

Requirements as Operational Metrics? – Case: Finnish Defense Forces

Does Outcomes-Based Reporting Contribute to or Contradict the Realisation of Social Outcomes?

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