Class 6: Program Description, Community Linkages

UTA School of Social Work6371: Community & Administrative Practice

Dr. Dick Schoech

Copyright 2009 (permission required before use)

Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options

Review of Previous Classes1. Theories, values, perspectives2. Conditions of Concern & social problems 3. Assessing social conditions/communities4. Evidence based interventions & logic models5. Program descriptions, community linkages6. Program goals and objectives

Overview Governing ideas (Vision, mission, values/guiding

principles)

Intra-agency relationships

Boards and committees

Structure: arrangement of staff/resources

– Constant struggle between centralization and distribution

Learning Objectives Class 6

Explore key contingencies, goals and structure (see contingency model)

Identify and construct vision, mission, guiding principles

Explore external linkages Explore boards and committees Explore internal structures & their use

Types of HSOs Not-for-profit 501c3

– Board of Directors– Articles of Incorporation– Bylaws– Proof of financial support after 5 years– File IRS 990 (on web http://www.guidestar.org/)

Governmental (local, regional, state, US) Religious -- churches For profit Blends of profit and nonprofit

Governing ideas: Vision (concerns agency)

Destiny or what agency/program wants to become if resources plentiful

Where the program wants to be in 10-15 years Discover by client/service scenarios 5-10 years

in future Reveals key opportunities, challenges,

problems & issues Example, Be the best SSW in the Southwest

Governing ideas: Mission (Concerns Services) (KMM p94)

Encapsulates the program’s overall effort The purpose for being or identity Grounded in “customer” needs Grounded in client outcomes Grounded in definition of quality services Easy for public to understand Renewed periodically Example: To educate and equip future social workers

with the knowledge and skills needed for effective practice.

Governing ideas: Values & Guiding Principles

Philosophy/principles guiding the agency/program

Things that will not be compromised

Includes deeply held traditions

Compatible with professional values and ethics

Example: SSW=social and economic justice, empowerment, diversity, etc.

Terms for how Agencies Work TogetherCooperate = very informally work together, e.g., share

resources as office buildingCollaborate = Cooperate + enhance capacity of the other

http://www.tomwolff.com/collaborative-solutions-newsletter-summer-05.htm

Coordinate = collaborate + modify activities for common purpose & mutual benefit

Integrate = develop a system of agencies united by goals, e.g., human services integration movement

Note: No agreement on terms existNote: Easier to integrate with technology/information than

by personnel, structure, or tasks.

Terms for Agencies that Work Together

Networks = Working independently for the same goals (human services network)

Coalitions or Alliances = formal agreements to collaborate but keep separate identities (alliance for the mentally ill)

Partnerships = joint venture, several working together as one (Partnership for health)

Terms for tools to work together

Agreements = more formal, something written

Contracts = official, formal, written, signed by all parties

Mergers = two agency are officially and legally becoming one

http://www.tomwolff.com/collaborative-solutions-newsletter.html

Boards and Committees Way to involve stakeholders Requires diversity (use turnover) Training is necessary ED provides support to board, not controls it Board controls ED, ED controls staff Understand rewards needed by board

members, e.g., positive press, meaningful work, sense of helping, interest in services, etc.

Org structure

Visually presented in charts

Heavily influenced by contingencies (most important=influence of goals of efficiency, effectiveness, and accountability)

Org structure: Types Hierarchical structure

– 6-8 workers per supervisor, best when you can define what people do & accountability is demanded

Matrix structure http://www2.uta.edu/cussn/courses/5306/coursepack/ORGCHART.pdf

– Workers report to functional & product boss, e.g., case manager & director of mental health

Project management (NASA) structure– Flat, many groups, flexible, highly skilled workers,

Network structure– Linked, many teams-NASA, contracts, partnerships,

virtual offices, telecommuting, telecommunications

Org Structure: Contingencies

Goal = accountability People = non skilled Technology = specified Task = routine

Goal = effectiveness People = highly skilled Tech = non specified Task = non-routine

Pyramid/bureaucracy Flat/network

Note: Changing structure is difficult and takes time. A political/value and cultural change must accompany the structural change.

Summary — Program Design

Design is vision/mission driven and operationalized by goals and objectives

Design is a feature of structure or the arrangement of committees and staff

Design is stable, hard to change, and is relatively influenced by contingencies

Feedback

Question and answer session