000			03722nam a2200349Ia 4500
999			_c2642 _d2642
001			114267
003			FVC
005			20250625151219.0
008			110331s2007 eng
040			_aWSS _dAFV
082	0		_a306.85
100			_aWalker, Ann Sarah _92271
245			_aThe Strengthening Families Strategy : _ban enduring model of interagency collaboration in an era of change _cWalker, Ann Sarah
246			_aA thesis submitted to the Victoria University of Wellington in fulfilment of the requirements for the degree of Doctor of Philosophy in Public Policy
260			_aWellington _bVictoria University of Wellington _c2007
300			_axiv, 415 p. ; 30 cm.
365			_a00 _b0
500			_aA thesis submitted to the Victoria University of Wellington in fulfilment of the requirements for the degree of Doctor of Philosophy in Public Policy. As at Feb 2008, the author is an analyst in the area of Child Family and Community Policy of the Ministry of Social Development. She is very happy to be contacted in relation to her thesis. Email: Ann.Walker028@msd.govt.nz. Telephone: 0-4-9163643 Bibliography p. 367-415.
520			_aThe objective of this thesis was to develop a research model to study interagency collaboration and to apply it in the field of social services; specifically in the area of child protection and supporting families with multiple needs, with a particular focus on the efficacy of the case management model. The research sought to identify agency and structural factors which inhibit and facilitate interagency relationships and processes used in the Strengthening Families initiative as a case study. The author adopted a post-positivist, inductive, critical realist approach within a constructivist ontological perspective. An inductive modified grounded theory approach was taken. The research was conducted by survey and interviews with fieldwork participants. As an inductive process was undertaken, the case study focuses on exploring aspects of interagency collaboration, such as the networks and networking processes utilised, the nature of the relationships between agencies using a social capital paradigm, and the identification of factors that facilitate or impede interagency collaboration. The author argues that the research methodology developed can be applied to study coordination, cooperation and collaboration in other cross-sectoral and interagency policy settings. Other key findings are that factors that facilitate interagency collaboration could be grouped into four categories reflecting the social capital paradigm: networks, trust, shared norms and values, and agency factors; while barriers fall into five categories: structures and systems, communication, status and perceived power, professional and organisational priorities, and the extent to which collaboration is perceived as mutually beneficial. Agency factors, including professional/cultural barriers such as differences in disciplinary backgrounds, ideologies and values, were also found to be barriers to collaboration in interagency work in the social services, in the case management environment, and in the Strengthening Families initiative. Implications for policy and practice, and a set of recommendations are included.
522			_anz
650	2	7	_2FVC _aCHILD PROTECTION _9118
650	2	7	_2FVC _aCHILD WELFARE _9124
650	2	7	_2FVC _aCHILDREN _9127
650	2	7	_2FVC _aFAMILIES _9238
650	2	7	_aINTERAGENCY COLLABORATION _9396
650	2	4	_aSOCIAL SERVICES _9555
650	2	7	_2FVC _aSOCIAL WORK WITH CHILDREN _9565
650	2	7	_2FVC _aSTRENGTHENING FAMILIES _9581
650	2	7	_9275 _aGOVERNMENT POLICY
651		4	_aNEW ZEALAND _92588
942			_2ddc _cTHESIS