A Business Model for Managing System Change Through Strategic Financing and Performance Indicators
A Case Study
Bibliographic Data
| ID | 11053448 |
|---|---|
| Authors | Mary I Armstrong (0000-0003-0594-7036, Department of Child and Family Studies University of South Florida 13301 Bruce B. Downs Boulevard 33612 Tampa FL USA, corresponding author), Heidi Milch (Community Connections of New York, Inc. 605 Niagara Street 14201 Buffalo NY USA), Peter Curtis (0000-0002-8737-5205, Erie County Department of Mental Health 95 Franklin St., Room 1237 14202 Buffalo NY USA, corresponding author), Phillip Endress (Erie County Department of Mental Health 95 Franklin St., Room 1237 14202 Buffalo NY USA) |
| Year | 2012 |
| Volume | 49 |
| Issue | 3-4 |
| Pages | 517-525 |
| Publication date | 2012-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | American Journal of Community Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0091-0562 • E-ISSN: 1573-2770 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1007/s10464-012-9512-z |
| PMID | 22543718 |
| OpenAlex | W1970798093 |
| Language | EN |
| Citations received | 2 |
This article describes how a system of care operated by a county government agency used a fiscal crisis as the opportunity to reform its children's system. A cross‐system response to the crisis is outlined that includes a system of care framework coupled with a business model, inter‐departmental collaboration and leadership, the use of strategic reinvestment strategies, and a quality improvement system that focuses on key indicators. Implementation of the system change is described with a specific focus on cross‐system entry points, financing strategies that re‐allocate funds from deep‐end programs to community‐based services, and management oversight through the use of performance indicators to monitor and support effectiveness. This article examines the results of the system change, including the diversion of youth from system penetration, the reduction in residential treatment bed days, the re‐allocation of these savings to community‐based services, and the outcomes of children who were diverted from residential care and served in the community. The article offers a number of recommendations for other communities contemplating system change
Agency (philosophy) · Business · Government (linguistics) · Process management · Community Development and Social Impact · Finance · Healthcare Policy and Management
| Unique citing works | 2 |
|---|---|
| Citations per year | 0,14 |
| Citation span | 2012 - 2012 (1) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 2 |