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Running Head: IDENIFITYING ISSUES WITH IN A AGENCY 1

IDENIFITYING ISSUES WITH IN A AGENCY 6

Karon Hill

Lincoln University

March 1, 2019

MAH 622 Tools and Models

Agency description

The field of Human Services is widely characterized, specifically moving toward the target of addressing human needs through an interdisciplinary education foundation. The primary concentration of the agency is to focus on prevention and resolving issues, and establishing the standard to improve the general satisfaction of administration for the service population. Philadelphia’s Department of Human Services (DHS) is the county child welfare and juvenile justice agency. The mission is to provide and promote safety, permanency, and well-being for children and youth at risk of abuse, neglect, and delinquency.

The four main service areas are prevention, child welfare, foster and adoption, and juvenile justice. DHS works with families to help safely care for children in their household to decrease child mistreatment and negligence. In Philadelphia the child abuse hotline is used to examine accusations of child abuse and neglect, and help children involved with DHS reach a permanent home. Through this branch of the department private organizations called Community Umbrella Agencies (CUA) provide case management as well as other services through Philadelphia. The next service provided is Foster and Adoption. DHS established an agreement with state-licensed agencies who declares homes as placements for children and youth who are unsafe in their own homes. Through foster care the objective is to reunify children with their families. When this is unachievable, as finalized by the courts, many resource parents and other certified individuals can choose to adopt the children who are in care. Lastly of the four primary services provided by DHS is Juvenile Justice.  DHS manages the Philadelphia county’s juvenile detention facility, handles contracts for court-ordered youth programs, and work to refocus youth from the formal justice system through intensive prevention services.

A system is defined as an organized whole made up of components that interact in a way distinct from their interaction with other entities and which endures over some period of time. DHS itself is the system providing and promoting safety, permanency, and well-being for children and youth at risk of abuse, neglect, and delinquency. A subsystem is defined as a component of a system that is itself a system. Within DHS, the subsystem is broken down into different departments. For example, the board of directors, CUA, maintenance, and educational departments are all part of the subsystem. All of these departments are under one umbrella yet they all have different functions within the agency. A suprasystem is defined as a larger system that includes the focal system; a “whole” of which the focal system is a part. At DHS, the suprasystem is made up of State, The City of Philadelphia Mayor, insurance companies, and partnerships.

Task environment

in this section you want to identify what the task environment is as defined by law for as well as identifying the 6 components to constitute that task environment beneficiaries funding sanction or’s competitors complementary services and in-kind resources. You can probably pull information from the above paragraph by placing those things that you identified under the proper category in task environment and identify how it impacts on the agency.

Agency as an input throughput output mechanism

Input is characterized as any data included in the system from the environment. Throughput is characterized as those progressions made to the input by the system. Output is the thing that leaves the system and crosses the limit once more into the environment. Open system is defined as a system that receives inputs or releases outputs to its environment, and is influenced by or influences its environment. DHS functions as an open system.

During the input phase clients are referred from Philadelphia’s child abuse hotline. An investigator then examines the accusations of child abuse and neglect to determine if there is a valid report of abuse or neglect. An immediate response time is needed if its determined that an emergency protective custody is required or it cannot be determined from the report whether emergency protective custody is needed. In all other cases a 24-hour response time is required via PA title 23 § 6368 (Legislative Data Processing Center). During this time an investigator determines the safety and risk of harm to child / children in the home. The investigator conducts interview all children and parties in the household. This is considered the intake process which consists of gathering information from the client, determination of safety and risk, acceptance or denial for services, and referral information if needed. During this process, a safety plan and goals are outlined and the steps needed to accomplish these goals and safety are also outlined. Funders, clients, and staff are very important in this stage.

During throughput phase DHS provides clients with resources to achieve goals and safety. Common issues of clients are often related to mental health, drug & alcohol use, and housing & income problems. Once the referrals are made single case plans are used to monitor progress towards goals if client is accepted for services. Case managers are assigned to assist clients with needed recourses to obtain safety and permanence of children. Families are assisted with recourses such as food banks, housing, medical, and counseling.

During the output phase stage goals should be completed; the client has either become self-sufficient or non-complaint. If the goals are accomplished, then aftercare services are offered to establish that long term safety continues. Aftercare services can be provided assists to help maintain the permanency after client cases have been closed out. If during the input stage a family is denied for services referrals are still made and recourses are still provided for assistance. The information in this stage is then put back into the environment, feedback is provided then it is put back into the system. When the information is put back into the system it is used to improve and develop the system itself.

Agency issue

The issue I have identified within the agency is the elevated staff turnover rate. The agency has a great demand for documentation, requiring extensive note taking in regard to clients. The documentation is fundamental to the services because if it’s not documented it didn’t happen. Being as though the turnover rate is so high, client’s needs appear to be challenging to meet do to of the lack of consistency with one case manager. Client’s appear to be annoyed by the shifting of workers, one client stated that she has had three different CM’s within a six-month timeframe. In my opinion if there is a consistent CM on a case then all of the needs, and the understanding of the case will be higher making it easier to close the cases out. When one staff works closely with a family that staff will be able to best tell you all the needed information about the family. When cases are court involved this makes the court process run smoother. The agency is taking action to cut down on the turnover rate. By offering vacation time, sick days, counseling, and discounted gym memberships to help prevent employees from experiencing burn out. The agency is pushing self-care and offering, and taking suggestions to improve work environment. There are many activities and outside work opportunities offered by the company to relieve stress and help improve employee health and wellness. An example of this is the yoga class offered twice a week at the agency’s facility.

Analysis of problem using for functional subsystems

here you want to apply boundary adaptation production and management – remember management is the coordination of the 1st 3 boundary adaptation and production to the problem that you identified to see if you can get a better understanding of what the issues are that have to be addressed to solve the problem. You can incorporate the information below into that analysis

The issue I see within the agency is the elevated staff turnover rate.  The position has a great demand for documentation which consist of extensive note taking in regard to clients.  I believe that if CM’s would be more efficient and consistent with their clients if they didn’t have to assist as many at one time. In all reality they have to make crucial decisions based off their observations that could impact the clients life forever. All clients deserve to be properly assessed and have the full cooperation of the CM. This career isn’t for everyone but, a CM plays a significant role in their clients lives. After reading Jim Collins article one can conclude that “Getting the Right People on The Bus Within Social Sector Constraints” is the most identifiable in relation to getting employees to stay long term.  Collins states that first you must determine “who’’. Getting the right people on your team and the wrong people off the team, meaning developing a group of great over a team of just good.  Staffing your faculty with people who want to make everything they touch great not just because of what they get for it (pay / benefits).  Collins addresses the first three years as the “extended interview” this helps determine between good and great.  Why Business Thinking is Not the Answer shows that hiring those who are self-motivated, and have self-discipline will be great asset to a team over a good asset who is working because of pay or benefits.

Strategy this might change a little bit if you apply the for functional subsystems and doing analysis, if so make the changes

First step to addressing the problem is to gather as much information as possible.  The issue within the agency is the elevated staff turnover rate.  The position has a great demand for documentation, requiring extensive note taking in regard to clients.  Being as though the turnover rate is so high, client’s needs appear to be challenging to meet do to of the lack of consistency with one case manager.  The human resources department will have data needed assess the issue.  Specific information such as how long employees are employed before resigning, pay grades, benefits, and the demand of the jobs.  After analyzing that data, I would interview current employees to assess how they feel, what suggestions, and improvements they feel need to be made.  Then after the interviews and data assessments, a board meeting will be held to bring together a plan for how the improvements will be carried out.  

The board meeting will consist of the CEO, directors, supervisors, union, and employee representatives.  The meeting will look at the issue, the data will be presented, the areas in need of change will be assessed, the timeline for how long it the changes will take shall be set.  Once there is an agreement between all parties the plans for improvement will be implemented.

References

Collins, J. C., & Collins, J. C. (2005). Good to great and the social sectors: Why business thinking is not the answer : a monograph to accompany Good to great : why some companies make the leap--and others don't. Boulder, Colo.?: J. Collins.

Legislative Data Processing Center. (n.d.). Title 23. Retrieved February 25, 2019, from https://www.legis.state.pa.us/cfdocs/legis/LI/consCheck.cfm?txtType=HTM&ttl=23÷=0&chpt=63&sctn=68&subsctn=0

Remember you have Laufer, Drucker, Ackoff that you can useetc.