| The purpose of this study is to depict the extent to which organizations coordinate to provide human services in community-based service delivery systems. For decades, community service agencies have faced increasingly complex and interconnected issues involving clients' problems. Multiple services, however, are dispersed across a variety of providers. The problems of fragmentation and limited resources surrounding individual organizations have created barriers to providing integrated services. One key to developing a better coordinated service system is to understand the structure of service networks and interorganizational relationships in service delivery.;This study empirically explored network structures, patterns of coordination, and role structures of organizations concerning three kinds of interorganizational relationships: client referral, goal support, and the sharing of staff and equipment. It addressed issues of network cohesion, fragmentation, and organizational centrality and roles at different levels. Quantitative and qualitative data were obtained from two urban county service delivery systems for the elderly in Alabama.;Using content analysis, cluster analysis, and network analysis, the author shows that well-coordinated structures existed in client referral and goal support networks, while a highly fragmented structure was seen in the staff and equipment exchange network. In general, social service agencies were most likely to be central to receiving clients from other agencies, while health related organizations tended to be more centralized in referring clients to other agencies. Senior centers and transportation agencies were most involved in sharing staff and equipment with others. Overall, public agencies were most central to both client referral and goal support networks. Results imply that organizations with similar services tend to develop significant ties to each other, while they may not necessarily have structurally equivalent positions. For-profit health agencies tend to work more exclusively with each other than other types of organizations do. Conclusions and implications are discussed to provide guidelines for organizations and communities to manage resources and establish effective service coordination. It also suggests future studies to guide theoretical and methodological advancement. |
