human service

            Stakeholders have an influence on the human service organizations through affecting the decisions and operations of the organizations. For instance, stakeholders can influence on how the organizations prioritize their projects through being involved in the decision-making process (Patti, 2009). Additionally, stakeholders influence the operations of human service organizations through funding the projects as well as investing heavily in the organizations’ operations.

            In any organization, there are internal and external stakeholders who have expectations and needs. Stakeholders can have different or conflicting expectations and need hence the need to focus and prioritize each stakeholder’s needs. There are some direct and intermediary stakeholders whose expectations need to be fulfilled. For instance, direct stakeholders are the beneficiaries, funders and charity commission that are directly associated with human service organizations. Hence, the needs of those direct stakeholders such as funders and charity commissions are to ensure that there are transparency and accountability in the organization. This is due to those direct stakeholders focusing on ensuring their investments and funds are well utilized. The intermediary stakeholders can be local authorities and enforcers. The needs of the intermediary stakeholders are to ensure that the human service organizations do not exploit the community; since, they are the representative of those communities and individuals living in those communities (Patti, 2009). This means that the intermediary stakeholders focus on ensuring that human service organizations adhere to the policies that govern or regulate the wider communities.

            Partnerships among organizations play a crucial role in the success of those organizations since they assisting in contributing their small parts hence ensuring that those organizations reap tremendous benefits for each other efforts. For instance, partnerships can assist those organizations to improve outreach efforts in an effort to improve their services and programs. One importance of partnership is that it offers increased brand visibility. This is evident in that these partners are involved in natural cross-promotion which ensures that the involved organization easily reaches to another partner’s network. Another importance of partnerships among organizations is that it assists in increasing the range of services those organizations provide (Parrish, Harris and Pritzker, 2013). This is due to partnerships ensuring that a partner can access the services, resources, and tools needed from other partners. Additionally, partnerships can assist organizations to establish joint initiatives which as well can expand their services. Partnerships are vital since they assist organizations to save administrative costs. For instance, human service organizations can integrate with other partners to leverage resource and be cost-effective (Bunger, 2013). Lastly, partnerships can increase an organization’s brand credibility. This can be achieved through partnering with trusted and established corporations which assist an organization in increasing their credibility through improved public brand perceptions as well as assisting in attracting support and building trust.

Human service administrators play a huge role in developing partnerships. This is evident in that they are involved in every aspect of ensuring that the partnerships are successful. One role that they play is they build trust among the partners. This is clearly defining and explaining the mission and objectives of the intended partnerships to ensure that potential partners have a clear understanding of the way forward in the partnership (Samples, Carnochan and Austin, 2013). Another role that human service administrators play in developing partnerships is ensuring clarity of purpose. This is through building the partnership on a common and shared vision and ensuring that all involved partners clearly understand moreover agree on the partnership’s purpose as well as the outcome. Additionally, human service administrators develop a shared decision-making process among the involved partners in an effort to ensure all involved parties have equal power.

            There are elements that need to be considered in developing partnerships. One of those elements is the recognition of the partnership needs to ensure all needs of every partner are taken into account. Another element is a clear and agreed objective and purpose of the partnerships to ensure that partners have a shared common goal (Patti, 2009). Trust is another element that needs to be considered since it plays a vital goal in the accomplishment of the shared common goals of the partnership. In any partnerships, there are conflicts that might arise hence the need to have a good mediation conflict resolution process. Additionally, in partnership there is need to have a system which will assist the involved partners to measure, monitor as well as learn from the partnership (Samples, Carnochan & Austin, 2013).

References

Bunger, A. C. (2013). Administrative coordination in nonprofit human service delivery networks: The role of competition and trust. Nonprofit and voluntary sector quarterly, 42(6), 1155-1175.

Mathur, S. R., & Griller Clark, H. (2014). Community engagement for reentry success of youth from juvenile justice: Challenges and opportunities. Education & Treatment of         Children, 37(4), 713–734. Parrish, D. E., Harris, D., & Pritzker, S. (2013). Assessment of a service provider self-study method to promote inter-organizational and community collaboration. Social Work, 58(4),      354–364.

Patti, R. J. (Ed.). (2009). The handbook of human services management (2nd ed.). Thousand        Oaks, CA: Sage Publications.

Samples, M., Carnochan, S., & Austin, M. J. (2013). Using performance measures to manage child welfare outcomes: Local strategies and decision-making. Journal of            Evidence-Based Social Work, 10(3), 254–264Sign Up

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