The HUSK projects, involving collaboration between service users, providers, educators, and researchers, coincided with the reorganization of national government services (NAV). The NAV reorganization brought together employment services, social insurance, and municipal social service benefits, and called for a service model where users would be empowered to influence the provision of services. In this analysis of the HUSK cases the authors focus on the relationship between the service user and the service provider, identifying themes in two broad domains: concepts of the individual that included the service user and the service provider and concepts of the relationship that included power, role, activity, interaction, and communication. Within each theme, the analysis highlights the transition from a traditional or historical state to a new or desired state and draws upon some of the classic literature that frames the encounters between service users and providers.

Emphasis on evidence-informed practice (EIP) in human service organizations aimed at improving service quality and client outcomes has increased in recent decades. Research has suggested that the organizational context shapes EIP, yet few studies have explored the agency-based activities that constitute this form of practice. This survey of 473 managers and frontline practitioners in 11 county human service organizations examines EIP activities in agency settings. Analysis of responses to open-ended questions identifies the specific cognitive, interactive, action, and compliance dimensions of EIP, including challenges. EIP emerges as complex and nonlinear, shaped by organizational environment, practitioner perspectives, and client needs.

The transition from direct service to management in human service organizations requires newly promoted managers to engage in significant role transformation that calls into question their self-concept and identity. This analysis draws upon the for-profit and nonprofit literature to construct a conceptual model of managerial identity formation. The model is then applied to a case vignette of a managerial leadership development training program developed by a regional network of nonprofit human service agency directors. The analysis concludes with implications for managerial training and leadership development in human service organizations. © 2013 Copyright Taylor and Francis Group, LLC.

This case study examines the experiences and dynamics of the Safety Net Initiative, a multisector collaboration in Contra Costa County, California. The Great Recession hit social services in Contra Costa County especially hard, and local stakeholders launched the Safety Net Initiative in an effort to repair and reimagine the county’s understaffed and underfunded safety net. The case study is based on 14 stakeholder interviews and extensive document review to address 2 questions: (a) What are the challenges to social services collaboration that are unique to suburban jurisdictions such as Contra Costa County? (b) What were the interpersonal and interagency dynamics that facilitated or hindered the collaboration’s process? Findings are reported within the context of four major themes or tensions (short-term vs. long-term; awareness vs. action; process-focus vs. outcome-focus; centralized vs. decentralized authority). Practice implications for social service collaboration in suburban jurisdictions are also identified.

Contextual changes affecting human service organizations have challenged human service managers to adapt through innovation. Yet no research has examined innovation along the spectrum of lower- to upper-level managers in public human service organizations. This study analyzed survey data of 466 public human service managers to examine the relationship between individual characteristics and managerial innovation. Results showed that 38% of managers took an innovative approach to their work, and characteristics of perceived responsiveness to change and evidence-informed practice network involvement were significantly associated with managerial innovation. Managerial innovation could be promoted through the development of evidence-based networks and communities of learning.

This qualitative study examines the experiences of four nonprofit human service organizations engaging in performance measurement processes to satisfy accountability requirements and increase organizational and program effectiveness. Nonprofits are increasingly required to respond to performance measurement mandates issuing from multiple sources. However, many of the recommended strategies have been developed in the for-profit and public sectors, and are less appropriate or feasible for nonprofit organizations. Three central findings emerged from interviews, focus groups, and review of archival data. First, the complexity of human change processes and the variation among individual clients complicate efforts to define client outcomes. Second, staff skills play a critical role in effective utilization of data systems. Third, organizational strategies to support performance measurement include incorporating user perspectives into system design and providing adequate staff access to data.

Promoting the use of evidence by managers is a strategy for enhancing effectiveness in human service organizations, and for responding to the demands of performance management. This study addresses two multipart questions. First, what levels of managerial evidence use exist in public human service organizations and for what purposes is this evidence used? Second, what organizational factors and individual attitudinal characteristics are associated with different levels of evidence use? Based on survey data from a sample of administrators, middle managers, and supervisors in 11 county public human service organizations located in the San Francisco Bay Area, we find that managers are engaged in evidence use at moderate levels. They are most engaged in reviewing agency reports, searching for research literature and other evidence, and using online resources to identify promising practices. Evidence use is found to be positively associated with having access to performance measurement systems, being an administrator, and being innovation minded and responsive to organizational change. Our findings suggest that evidence use by human service managers may be contingent on organizational resources, organizational role, and individual attitudes. These results underscore the importance of training human service managers in evidence-informed practice in order to promote agencywide knowledge utilization and organizational effectiveness.

The dual objective of subsidized employment programs is to support employers and low-income job seekers. However, few studies of these programs have examined employer perspectives or reflected critically on the role of soft skills in relationships between employers and subsidized employees. This qualitative study examined employer perspectives on soft skills, drawing on the concept of fit from the person-in-environment perspective, as framed by personnel psychology, to interpret the findings. Employers emphasized the importance of motivation, self-presentation, and interpersonal skills. They described the effect of these characteristics and behaviors on workplace interactions, as they sought employees whose similarity offered a supplementary fit. The findings suggest recommendations for improving subsidized employment programs, as well as implications for social work education and research.