This book has a limited and focused purpose: to initiate, implement, and manage human services. The practice model is explicated through the establishment of a new human services agency; but the approach, strategies, and techniques also apply to initiating new programs and services within an existing agency structure. The model shows how to transition from an identified, unmet human services need to clients benefiting from an array of helpful services provided by a successfully functioning human services agency.
Chapter One (The Helping Triangle) discusses the path from someone having difficulty coping with his (or her) life issues to his becoming an agency client who is receiving services enabling him to cope better.
Chapter Two (Leadership VS. Management) highlights the Leadership Team and shows how to complete the steps and activities discussed in the chapter and how to develop the Leadership Perspective from which the Team can successfully participate within the agency’s incorporating environment.
Chapter Three (Successful Leadership Connections) shows developing successful leadership connections is a relatively complex process but can be Managed effectively by agency staff members who meet the criteria included in the Leadership Connection Assessment presented in the chapter.
Chapter Four (The Management Team) discusses how the Management Team implements the policies, rules, and guidelines promulgated for the agency by the authorizing entities with which the agency is associated.
Chapter Five (Establishing the Agency) explains how we know who agency clients should be and understand the issues and difficulties they are having coping with the problems in their lives. Readers examine the resources and opportunities Potential Clients have as they struggle to cope and appreciate that their struggles relate mostly to their limited access to opportunities and resources other people access on a private, self-directed basis.
Chapter Six (Structuring the Internal Agency Eco System) brings forward the working model for services delivery developed in the previous chapter and established as the core function of the agency eco system. Using this working model, the secondary functions circle is conceptually developed, with accountability, responsibility, and authority delegated from the agency Board to its CEO and the Executive Function and then to various secondary functions such as Administrative Services, Fiscal Services, Human Resources Services, etc.
Chapter Seven (Staffing the Agency) points out how readers can understand the agency’s internal eco system in terms of the elements and entities within the system. The internal eco system is also understood in terms of the people who accept the duties and responsibilities involved in assuring the agency’s internal eco system functions successfully.
Chapter Eight (Meta Management) discusses strategies for better assuring the agency eco system functions efficiently and effectively. The eco system in principle is self-regulating and sustains its functioning indefinitely in the absence of drift. Unfortunately, drift is an ever-present, unavoidable ingredient of human services agency life.
The first Appendix includes suggested Management Guidelines for a human services agency.
The second Appendix presents The Ten Commandments of Management. Here, readers have a capsule view of the key elements needed for Management excellence.