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How to make an affiliate model work—A case history

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Abstract

The North Shore Community Mental Health Center has an unusual mental health delivery system. “Outstationed” staff work in affiliated agencies, yet are employees of the NSCMHC. This service configuration is the result of an arduous planning process which weighed the advantages of several organizational models. On one extreme was a “Centralized” model, wherein one organization was solely responsible for delivering mental health services. On the other extreme was an “Umbrella” model, wherein the organization acted as a fiscal conduit to several service providers. Somewhere in the middle a compromise was found with a “Lead Agency” model. Here, an organization provides the administrative structure, provides some services, and subcontracts the remaining services. The North Shore Community Mental Health Center adapted this system one step further. Rather than subcontracting services, it outstationed CMHC staff to affiliate agencies.

United Cerebral Palsy Association of the North Shore is one of the CMHC's affiliates. The service need for family and play therapists resulted in two CMHC therapists being outstationed at UCP. The affiliation agreement between the two organizations specify the responsibilities and roles each have.

The hiring process between the two organizations is an example of the duality of the system. Both agencies had interviewing roles, yet the final biring decision was the affiliate's, since the employee would spend the majority of his/her time outstationed at the affiliate site.

Outstationed staff integration to the North Shore Community Mental Health Center presented problems, however. Since these were new staff hired with federal funds, and since their visibility at the Center was minimal, they had some difficulty being identified as Center staff by existing employees. A Clinical Supervisor, who had been with the agency for several years, became a key facilitator in the integration process. After two years, integration of the two staffs is still not complete, but the system has settled considerably over time.

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Baumgartner, Andrew J., M.A.—earned his MA in Counseling Psychology from NYU in 1973. He is presently the Executive Director of United Cerebral Palsy Assocn. of the North Shore in Lynn, Mass. United Cerebral Palsy Assocn. is affiliated with the North Shore Community Mental Health Center in Salem, Mass.

Berns, Alan, A.C.S.W.—earned a Master's Degree in Social Work from the University of Michigan. He is currently the Director of Children's Services at the North Shore Community Mental Health Center. He has been responsible for implementation of a number of other innovative human service programs in the Commonwealth of Mass.

Stedman, Theodore W., M.S.P.—holds a Masters in Social Planning. He is currently serving as Director of Corporate Development and Planning at the North Shore Community Mental Health Center, of which he was the principle planner for its development. He has consulted in the development of other Centers in Eastern Mass.

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Baumgartner, A.J., Berns, A. & Stedman, T.W. How to make an affiliate model work—A case history. Journal of Mental Health Administration 11, 49–52 (1984). https://doi.org/10.1007/BF02852384

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  • DOI: https://doi.org/10.1007/BF02852384

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