Private child and family serving agencies: Implications of national survey results for policy and managerial practice

Collins‐Camargo, Crystal; Hollie, Mary; McBeath, Bowen

doi:10.1016/j.childyouth.2014.01.020

Cited by 3 publications

(1 citation statement)

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“…These public-based supports ultimately play a role in frontline engagement with and the success of performance measurement efforts. As the nature of the relationship has shifted in recent years to higher public HSO reliance on nonprofits to carry out services, public HSOs have retained a role in guiding and evaluating the nonprofit agency performance (Collins-Camargo, Hollie, & McBeath, 2014). Incentives provided by public HSOs, such as technical assistance and performancebased contracting, may ultimately increase attention to the need for nonprofit infrastructure and capacity needed to support performance measurement.…”

Section: Organizational Characteristicsmentioning

confidence: 99%

Managerial Strategies to Influence Frontline Worker Understanding of Performance Measures in Nonprofit Child Welfare Agencies

Jolles

Collins‐Camargo

McBeath

et al. 2017

Nonprofit and Voluntary Sector Quarterly

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In response to demands of funders and interorganizational competition, nonprofit human service organizations have invested in performance measurement to demonstrate the effectiveness and efficiency of internal operations. Literature suggests that frontline workers' involvement in performance measurement is critical in supporting organizational efforts to improve performance. Yet, we lack information on how nonprofit managers convey performance standards to frontline workers and promote their engagement in performance measurement. This study draws on data from the 2011 National Survey of Private Child and Family Serving Agencies to identify strategies nonprofit managers used to engage frontline workers in performance measurement. Findings indicate that less than half of managers reported that their workers had a strong or very strong understanding of the agency's performance measures. Managerial communication and board involvement in performance measurement were associated with greater worker understanding of

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Section: Organizational Characteristicsmentioning

confidence: 99%