Ensuring Accountability in Human Services Contracting

Stewardship theories have been proposed as a basis for the reform of roles and responsibilities of principals and agents in government-contracted service relations and for the development of effective methods for ensuring accountability (and quality) in contracted human services. This article reports on an empirical field study that assessed the utility of external control methods derived from principal-agent theories and used to ensure accountability in contracted services. Assessments were based on evaluations provided by government case managers and caregiver employees in service-providing organizations. The article considers whether methods derived from stewardship theory could replace or supplement external control methods when they fail to uphold accountability or when accountability gaps exist. The author argues that methods derived from stewardship theories could fill some accountability gaps, but systemic problems in contracted human services must also be addressed. Additional research on stewardship theory and methods derived from it is also needed.