Redesigning the work of human services
Redesigning the Work of Human Services explores alternative organizational designs for the delivery of human services--designs that emphasize collaborative governance and partnerships among public and private agencies, local control and responsibility for results, and the use of innovative information, planning, and community capacity-building technologies. This book redefines the debate about whether human services should be privatized or not. The author suggests that the basic task of human services--to enable families to socialize the young--is one that can neither be fulfilled effectively by the state nor by private agencies. Rather, carefully crafted public-private partnerships, when combined with new accountability mechanisms and the sophisticated use of emerging information technologies, are likely to offer more in the way of effective, efficient, and appropriate human services. Because this work is solidly grounded in the literature on both human and business services, the author's suggestions for major redesign are comprehensive and intelligently qualified.
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Definitions and Historical Overview
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administrative approach appropriate areas assessment assumptions benefits BFR systems budget child labor children and families classic liberal clients collective choice common pool resource community capacity competition complexity context data base decision economic effective established example existing experience expert systems federal federalist flexible focus Fordist funding goals groups human service collaboratives human service delivery human service system implementation improve incentives individual information technologies institutions intake interorganizational involve loosely coupled mapping mechanisms ment Michael Hammer monitoring negotiate neighborhoods O'Looney operations organizational organizations Ostrom particular Pew Charitable Trusts potential poverty principles private-sector production program evaluation Proposition public-private partnerships public-sector redesign reforms responsibility result role sector service delivery system service providers skills social problems social service social service systems specific staff streamlining structures subsidiarity success suggests tasks teachers tegic tend tion tive workers