| Introduction |
1 |
| Chapter 1 |
| The Environmental Context Affecting Human Services |
| Agencies |
| Single and Multi-Service Agencies |
| Governmental Agencies |
| Private, Non-profit Agencies |
| For-profit Agencies |
| Voluntary and Self-Help |
| Environmental Factors Influencing Social Agencies |
| Resources |
| Public Opinion and the Media |
| Political Climate |
| Concerns of the Community |
| Professional Associations and Unions |
| Educational and Theoretical Perspectives |
| Religious and Moral Values |
| Special Circumstances |
| Technological Advances |
| Response of Other Agencies |
| The Environment of the Host Organization |
| Effects of the Environment on Clients |
| A Two Way Street: Influencing the Environment |
| Rationing Social Services |
| Queuing |
| Service Inaccessibility |
| Triage |
| Creaming |
| Equal Parceling |
| Protecting Society |
| Preferred Recipients |
| Market Rationing |
| Serving the Neediest |
| Setting Boundaries |
| Using Resources in the Environment |
| Involving Volunteers |
| Information and Referral Service |
| Dealing With Environmental Issues |
| Summary |
| Questions for Discussion |
|
|
| Chapter 2 |
| The Service Delivery System |
| Social Systems Analysis |
| Service Delivery Within One Agency |
| Client Pathways Through the Social Service System |
| Constructing a Client Flowchart |
| Symbols Used in Creating a Client Flowchart |
| Review of a Generic Flowchart Model |
| Case Management |
| Need for Case Management |
| Features of Case Management |
| Functions of the Case Manager |
| Issues Affecting Case Management |
| Wraparound Services |
| Making the Wraparound Process Work |
| Summary |
| Questions for Discussion |
| |
| Chapter 3 |
| Client Advocacy at the Macro Level |
| Document Facts and Obtain Relevant Information |
| Case #1: Liang Ku |
| Empower Clients to Act on Their Own Behalf |
| Case #2: Mr. Brown |
| Assist in Obtaining Basic Resources Necessary for a Decent |
| Standard of Living |
| Case #3: Ms. Thomas |
| Develop a Strong Service Network Through Formal and |
| Informal Contacts |
| Case #4: Ms. Williams |
| Work Diligently on Behalf of Your Client, but Be Mindful That |
| You Also Have a Responsibility to the Community |
| Case #5: Sasha Witbla |
| Understand That Resistance to Change is a Natural Part of the |
| Advocacy Process and Be Prepared to Deal With It |
| Case #6a: Kimberly and Tanya Laniel |
| Case #6b: Mrs. Pierce |
| Case #6c: Ms. Jones |
| Identify Pressure Points That Will Encourage the Target of |
| Change to Be More Responsive |
| Case #7: The Smith Family |
| Use Professional Discretion in Determining the Appropriate |
| Level of Guidance to Empower Clients |
| Case #8: Lucretia Sella |
| Challenge the Status Quo by Fighting For What You Believe |
| is the Right Thing To Do |
| Case #9: Lobbying the Governor and the State Legislature |
| Take a Public Stand to Empower Your Clients to Come Forth |
| With Their Own Advocacy Efforts |
| Case #10: Kohoga County vs. Foster Parents |
|
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| Chapter 4 |
| The Organization's Culture |
| The Importance of Values |
| Changes in Organizational Culture |
| Experiencing "Cultural Shock" |
| Job Ownership as a Central Value |
| A Sense of Higher Purpose |
| A Sense of Emotional Bonding |
| A Sense of Trust |
| A Sense of Stakeholder Involvement |
| A Sense of Pride in One's Work |
| The Primacy of the Consumer |
| Articulating the Organization's Culture |
| Summary |
| Questions for Discussion |
|
|
| Chapter 5 |
| Strategic Planning |
| Dealing with Change |
| Conducting Strategic Planning |
| Involving All Parts of the Organization |
| Developing a Mission Statement |
| Asking Fundamental Questions |
| Examining External and Internal Processes |
| Conducting a Retreat |
| Focusing on Critical Issues |
| Dynamic Planning |
| Summary |
| Questions for Discussion |
|
|
| Chapter 6 |
| Setting Doable Objectives |
| Kinds of Objectives |
| Impact Objectives |
| Service Objectives |
| Operational Objectives |
| Product Objectives |
| Formatting Goals and Objectives |
| Cautions About Objectives |
| Summary |
| Questions for Discussion |
|
|
| Chapter 7 |
| Implementing Achievable Plans |
| Anticipating Unintended Consequences |
| Initiating Pilot Projects |
| Contingency Planning |
| Applying Critical Criteria to Alternatives |
| Obtaining Acceptance of an Action Plan |
| Implementing a Plan |
| Carrying Out Task Assignments |
| Time line chart |
| Summary |
| Questions for Discussion |
|
|
| Chapter 8 |
| Solving Operational Problems |
| Analyzing Problems |
| Identifying Discrepancies |
| Specifying the Problem |
| Determining the Boundaries of the Problem |
| Clarifying Problem Perspectives |
| Identifying Insidious Problems |
| Considering Alternative Solutions |
| Developing Criteria |
| Making Ideas Concrete |
| Considering Tradeoffs |
| Making Decisions |
| Making Risk-Taking Decisions Prudently |
| Evaluating Results |
| Commonly Used Evaluation Designs |
| Corrective Action |
| Summary |
| Questions for Discussion |
|
|
| Chapter 9 |
| Handling Communications and Conflict |
| The Importance of Good Communications |
| Misperceptions |
| Handling Conflicts |
| Ways to Improve Communications |
| Top-Down Communications |
| Bottom-Up Communications |
| Employee Surveys |
| Client Surveys |
| Suggestion Systems |
| Informal Communications |
| Good Feedback |
| Client Focused Communications |
| Summary |
| Questions for Discussion |
|
|
| Chapter 10 |
| Perspectives on Diversity and Ethical Behavior |
| Managing Diversity in Social Agencies |
| Developing a Culturally Sensitive Perspective |
| Challenges of Diversity in Community Organizations |
| Discern and Accept Differences Among People |
| You Need to Earn Their Trust |
| Prejudice Can Breed Prejudice |
| Dealing with Ethical Issues |
| Dealing with Sexual Harassment |
| Preparing Meaningful Personnel Practices |
| Affirmative Action and Nondiscrimination |
| Personnel Selection |
| Problem Solving or Grievance Procedures |
| Classification Plan and Benefits |
| Special Policies |
| Security of Employment |
| Summary |
| Questions for Discussion |
|
|
| Chapter 11 |
| Organizational Structures and Processes |
| Functions Related to Structures |
| Structuring Staffing Patterns |
| Coordinating the Work of the Organization |
| Making Meetings Matter |
| Using Meeting Time Productively |
| Functions of Meetings |
| Forming a Consensus |
| Conformity Through "Groupthink" |
| Involving People in Decision Making |
| Task Forces |
| Total Quality Management (TQM) |
| Summary |
| Questions for Discussion |
|
|
| Chapter 12 |
| Skills in Running Meetings |
| Questions that Facilitate Discussion |
| Facilitating the Group Process |
| Preparing for the Session |
| Setting the Stage |
| Stimulating Discussion |
| Developing an Action Plan |
| Encouraging New and Different Ideas |
| Stimulating Novelty Through Analogies |
| Using a Checklist to Stimulate Novelty |
| Reframing the Issue to Stimulate Novelty |
| Cautions |
| Using Parliamentary Procedure |
| Clarification of the Procedure of Motions |
| Classification of Motions |
| Discussion of Common Parliamentary Procedures |
| "Parliasensus" |
| Recording Group Discussions |
| Summary |
| Questions for Discussion |
|
|
| Chapter 13 |
| Managing Time and Stress |
| Planning the Use of Time |
| Setting Priorities |
| Restructuring Time: The 80/20 Principle |
| Combating Time Gobblers |
| Handling Incoming Paperwork |
| Organizing Paper Flow |
| Managing Conversations |
| Managing Telephone Calls |
| Blocking Out Time |
| Managing Organizational Stress |
| Role Ambiguity |
| Overload (or Underload) of Work |
| Contradictory Expectations |
| Poor Preparation |
| Laid Back Atmosphere |
| Poor Match Between Staff and Jobs |
| Reducing Stress |
| Summary |
| Questions for Discussion |
|
|
| Chapter 14 |
| Organizational Leadership and Supervision |
| The Interaction of Manager and Situation |
| Leadership Influence |
| Leadership Orientation of the Manager |
| Factors Operating Within Staff |
| Situational Factors |
| Major Aspects of Good Leadership |
| Supervision |
| Reconciling Expectations |
| Playing Multiple Roles |
| Delegating Assignments |
| Elements of Good Supervision |
| Being a Productive Subordinate |
| Dealing With a Problematic Supervisor |
| Summary |
| Questions for Discussion |
|
|
| Chapter 15 |
| Searching for Funds |
| Major Sources of Private Funding |
| Foundations |
| Community Foundations |
| Independent Foundations |
| Corporate Foundations |
| Government Funding |
| Description of Directories |
| The Search Process |
| Phase I |
| Phase II |
| Phase III |
| Phase IV |
| Approaching Foundations for Funding |
| Using the Computer to Access Information |
| Foundation Center Links |
| Government Funding Sources |
| Proposal Writing Suggestions |
| Private Funding |
| Best Starting Places/Mega Sources |
| Data Base Access |
| CD-ROMs |
| Using FC Search |
| Illustrations of Searchable Items |
| Suggested Search Strategies Using the FC Search |
| Summary |
| Questions for Discussion |
| Worksheet on Potential Funders |
|
|
| Chapter 16 |
| Preparing Effective Proposals |
| Preliminary Considerations |
| Conducting a Preliminary Assessment |
| Prior to Writing the Proposal |
| How Fundable is Your Project? |
| Preparing Proposals |
| Summary Statements |
| Statement of Need |
| Goals and Objectives |
| Program Components: Activities and Tasks |
| Evaluation |
| Capability of the Organization |
| Program Continuation |
| The Budget |
| Appendices |
| The Proposal is One Part of the Process |
| Criteria for Effective Proposals |
| Competency of the Individuals Involved |
| Participation of the Organization's Membership |
| Desirability of the Project |
| Feasibility of the Project |
| Possibility of Leveraging Funds |
| Continuity of the Project |
| Impact Potential |
| Dedication |
| Clarity of Proposal |
| Fiscal Soundness |
| Record of Results |
| Summary |
| Questions for Discussion |
|
|
| Chapter 17 |
| Community Problem Analysis |
| The Emergence of a Community Problem |
| Understanding the Background of the Problem |
| Clarifying the Theoretical Perspectives of the Problem |
| Refining Community Problems Within an Organizational Context |
| Avoiding Vague and Ambiguous Terms |
| Identifying Key Factors |
| Examining Factors |
| Narrowing the Problem Focus |
| Expressing the Consequences of the Problem |
| Determining Problem Priorities |
| Rational Problem-Solving Methods |
| Formal Needs Assessment |
| Informal Needs Assessment |
| Essential Aspects of a Needs Assessment |
| Summary |
| Questions for Discussion |
|
|
| Chapter 18 |
| How Community Organizations Affect Change |
| Models of Community Intervention |
| Influencing Change |
| Working for Change |
| Developing Community Support |
| The Community Organizer's Role |
| Preparing Strategies and Tactics |
| Working on Community Organization Issues |
| Guiding Principles |
| Summary |
| Questions for Discussion |
|
|
| Chapter 19 |
| Community Development/Community Building Initiatives |
| Community Development |
| Community Building Initiatives (CBIs) |
| Principles of Community Building Initiatives |
| Implementing a Community Building Initiative Program |
| Phase I - Understanding the Community |
| Phase II - Recruiting People 302 |
| Phase III - Creating the Structure and Strategy |
| Phase IV - Linking and Marshaling Resources |
| The Challenges Ahead for CBIs |
| Summary |
| Questions for Discussion |
|
|
| Chapter 20 |
| Negotiating and Advocating Positions |
| Clarifying Objectives |
| Setting the Agenda |
| Obtaining Information on the Issue |
| Anticipating Responses of Opponents |
| Anticipating Objections |
| Developing a Fall-Back Position |
| Communicating with Constituents |
| Being Watchful About Negotiating Maneuvers |
| Advocating Legislation |
| Developing an Advocacy Capability |
| Implementing Legislative Advocacy |
| Timing of the Legislative Process |
| Media Advocacy 322 |
| Summary 324 |
| Questions for Discussion |
|
|
| Chapter 21 |
| Developing and Coordinating Human Services |
| Constellation of Services/Continuum of Care |
| Factors Influencing Organizational Collaboration |
| Coalitions |
| Collaborative Structures |
| Collaborative Service Delivery at the Local Level |
| Consortium Partnerships |
| Multi-Service Centers (Co-Location) |
| Coordinating Structure Based on Target Population |
| Neighborhood Family Network |
| Mobilizing Resources in the Local Community |
| Social Planning: Coordination at the Community-wide Level |
| Social Planning Organizations |
| Local Planning Councils |
| United Ways |
| Coalitions |
| Government Planning Effort |
| Social Planner's Role |
| Putting It All Together: A Coordinated Service Delivery System |
| Components of the Service Delivery System |
| Summary |
| Questions for Discussion |
|
|
| Chapter 22 |
| Problem Solving Cases in Community Organizations |
| International Issues in Social Welfare |
| Cultural Exchange Opportunities |
| International Organizations |
| Professional Organizations |
| United Nations' Agencies |
| U. S. Government Agencies |
| Voluntary International Programs |
| Nongovernmental Organizations (NGOs) |
| Community-Based Organizations (CBOs) |
| Volunteer Opportunities |
| Factors to Consider in Working or Volunteering Abroad |
| Summary |
| Resources for Volunteering & Working in International |
| Social Work |
|
|
| APPENDIX A - Web Site Directory |
366 |
| APPENDIX B - Problem Solving Cases in Community Organizations |
375 |
| ADDITIONAL SUGGESTED READINGS |
396 |
| INDEX |
401 |
