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Management in the Human Services

otheuseoftechnologiesthatdonothaveacrossthesocialspectrum.Amoredetaileddis- highlypredictableconsumeroutcomes;cussionofthestructureandfinancingofhuman

.theparticiPationofconsumerswithuniqueserviceswillbefoundinChapter4,butitmaybe goals,personalcharacteristics,andlifeexpe.usefulheretobrieflytouchonthescopeofthis riences in the co-production of outcomes; enterprise

to underscore the critical importance

o a reliance on collaborating agencies to of *u"ugt*tnt to the proper design and opera-

provide essential .ornplt*tl"tuty setvices tion of human services'

to clients;

The ScoPe of Human Services

Human services organizations are found in the

nonprofit, public, and for-profit sectors of the

..orrorny. The nonprofit sector is a major con-

veyor ofpersonal social services' In 2003' 100'800

nonprofit human services organizations in the

United States filed returns with the government

(rh.r. ur. more such organizations; nonprofits

with less than $25,000 in yearly income are not

required to file returns)' In addition' there.are

many religious, health, and education al organiza-

tions with human services programs that are not

reflected in this figure' The filing organizations

had revenues of $152 billion (rounded) derived

principally from program service revenues ($81 '4

Lnio") and from contributions' gifts' and grants

($58.8 billion; U.S' Census Bureau' 2008b)'

Public human services organizations are

located at the federal level, in every state and ter-

ritory, and in many local andior regional juris-

dictions' The U.S. DePartment of Health and

Human Services in 2006 sPent aPproximately $4S billion for discretionary and mandated

human services including substance abuse and

mental health services, services to the aged' ser-

vices to children and families (including foster

care and adoption assistance' child care' and

public assistance), and the Social Services Block

grant (U.S. Department of Health and Human

I.rri..r, n.d.). There are also numerous public human services agencies at state and

local gov-

ernment levels. The amount spent by these gov-

ernments for public welfare programs' including

.urh puy*"rrts, vendor payments' and. social

..*i.ir,'*us approximately $335 billion in 2004 (U.S. Census Bureau, 2008a)'

o a reliance on the skill, personal commit- ment, judgment, and discretion of front-

line professional personnel in service deliveiy. (Austin, 2002; Hasenfeld' 1992)

Human services organizations vary in the

stent to which they possess all these characteris-

:;s. For example, many agencies derive some of jreir income directly from client fees rather than

--:lird-party payers. In some agencies' such as

:ublic assistance, the technologies employed are

:airly routine and the outcomes largely pre-

eictable. The qualifications of staff in these

,er-eral fields tend to vary from little or no pro-

:-e"sional training to extensive professional edu-

:adon. Despite these variations' the issues

;onfronting managers in these fields are suffi-

:iently similar to justifr thinking of human ser-

..ices management as a generic practice applicable

e-ross this diverse institution'

The performance of human services otganiza-

jons is a matter of considerable importance to

society. Collectively, the organizations in this sec-

:or contribute to the social cohesion of society

lr- redistributing income and resources to the less

-.orrunate, caring for persons whose circum-

stances fall below what the community has

Jefined as minimally desirable, giving voice to

fre interests and needs of disenfranchised and

:ot'erless persons and groups, and rehabilitating

disabled or dysfunctional persons so they can

:ealize their potential and contribute to their

ramilies and communities'

The human services sector is also important

to society because it is responsible for the, man-

agement of tens of billions of dollars each year

that are used to serve many millions of distressed

and needy people of all races and ethnicities from