Management of Private Child Welfare Agencies: Does Having an MSW Make a Difference?

Background

Social work is a profession closely identified with child welfare (Zlotnik, 2003). Prior studies have examined whether MSW-credentialed public child welfare staff promote better frontline outcomes (Perry, 2006; Staudt, Jolles, Chuang, & Wells, 2015). Over time, the delivery of child welfare services has increasingly shifted from public to private agencies, often via contract (Smith, 2012). These agencies collaborate with public agencies to provide needed services to children and families (McBeath, Collins-Camargo, & Chuang, 2012). While it has been argued that social work values and competencies make the MSW an optimal degree for nonprofit managers (e.g., Packard, 2004), this question has not been empirically examined. This exploratory study examines the extent to which private child welfare agencies led by managers with MSWs differ from those organizations led by non-MSW administrators.

Methods

Data from the 2011 National Survey of Private Child and Family Serving Agencies (McBeath, Collins-Camargo, & Chuang, 2012; N=331) were analyzed to compare agencies managed by those with a MSW degree (N= 148; 45%) to those with other master’s degrees (N=183; 55%). Data collected from a non-probabilistic sample assessed seven domains, but the current study focused on variables conceptually consistent with social work competencies.  Due to the lack of foundational literature necessitating an exploratory approach, T-test comparisons assessed differences in organizational characteristics, staff diversity, and perceptual variables measured on a 5-point Likert scale including inter-organizational relationships, external pressures driving decision-making and performance management.

Results

Managers averaged 10.3 years in their position (SD=8.6) and 24.9 years in child welfare (SD=10.6), and generally led mature agencies (Mean=65.7 years, SD-50) dependent on public funds with 51% of agencies relying on public contracts to generate 80% of their revenue. Agencies led by directors with an MSW were significantly older (t(329)=-2.50, p=.0065) and had a higher percentage of non-Caucasian supervisors (t(302)=-1.64, p=.0503). MSW-led agencies delivered a greater number of core child welfare services directly (t(330)=-2.2, p=.0132). MSW managers reported higher levels of collaboration (t(330)=-2.80, p=.0027) and competition with other nonprofits (t(330)=-1.70, p=.0454). MSW managers reported using more comprehensive methods for communicating with frontline staff regarding performance measurement (t(330)=-1.81. p=.0353). In terms of external pressures impacting organizational functioning, MSW managers perceived greater pressure from contract expectations (t(330)=-1.8, p=.04), and to keep pace with peer organizations (t(330)=-1.7, p=.0443).

Conclusions and Implications

In the human services, managers play critical roles in organizing the internal environment and navigating complex external challenges. Given social work’s commitment to child welfare practice, the predominance of non-MSW managers in this sample is notable. This study lays preliminary groundwork for research examining the relationship between social work competencies and nonprofit managerial practice, and ultimately organizations’ ability to improve client outcomes. Differences between agencies led by directors with MSWs and those with other educational backgrounds suggest the need for research related to the application of competencies currently emphasized in social work curricula in managerial practice, particularly given the micro-practice focus of most MSW programs. Nonprofit administrators interested in enhancing organizational functioning may benefit from considering how managerial practices may differ related to educational background.