Effective Public Service Collaboration: The Role of Leadership and Nonprofit Organizations in Homeless Services

This dissertation investigates factors that facilitate effective collaboration of networks functioning within the context of a federal homeless policy—the HEARTH Act of 2009. While the federal legislation encourages networked collaboration to address the incidence of homelessness, not all networks are effective in achieving their intended purpose. Using a nationwide sample of homeless networks, this research explores the role that nonprofit organizations play in the collaborative process and models the effect of individual leadership, nonprofit-led network, and community nonprofit capacity on two levels of network effectiveness—network and community—using multivariate regression modeling. Results indicate that nonprofits play a significant role as participants of the collaboration process and as leading agents of homeless networks. In addition, the variation in network effectiveness is explained by multidimensional factors