Internal Dynamics and External Contexts: Evaluating Performance in U.S. Continuum of Care Homelessness Networks

Understanding public service performance remains a persistent challenge, particularly when services are delivered through complex interorganizational networks. This difficulty is amplified in contexts addressing wicked problems such as homelessness, where needs are multifaceted, solutions are interdependent, and outcomes are hard to measure. In the United States, the Continuum of Care (CoC) system represents a federally mandated and HUD-funded network model designed to coordinate local responses to homelessness through collaborative governance. Despite its standardized structure and federal oversight, CoC’s performance varies significantly across regions. This study investigates the conditions that influence the CoC network’s performance, focusing on the delivery of Permanent Supportive Housing (PSH) services, a critical intervention for addressing chronic homelessness. It applies to a theoretical framework that combines Ansell and Gash’s collaborative governance model with Emerson et al.’s integrative framework. This approach allows for a comprehensive assessment of internal network factors such as board size, nonprofit leadership, and federal funding, as well as external system contexts including political orientation, income levels, and rent affordability. Drawing on regression analysis of data from 343 CoCs across the United States, the study shows that federal funding, favorable political climates, and larger board size are significant predictors of PSH availability, while nonprofit leadership and income levels are not. Findings highlight the importance of aligning internal governance and external context to improve network outcomes.