Pub Date : 2021-09-01DOI: 10.1080/23303131.2021.1961333
A. E. Bunders, J. Broerse, B. Regeer
ABSTRACT In recent years, increased complexity and persistent challenges induced governmental organizations to transform their ways of operating. Inherent to such transformations are shifts in approaches to leadership and organizational learning. However, adopting strategies that empower staff to take complex context-appropriate decisions has shown to be difficult. This paper aims to gain insight into empowering and disempowering leadership practices in complex transformation processes. Team leaders of a governmental organization participated in observing videos of weekly team meetings, noting positive and negative interactions between the peer-team leader and team members. Their observations were analyzed using the four dimensions of psychological empowerment. All team leaders showed empowering and disempowering practices within one case discussion. The findings illustrate in which contexts these practices are triggered. Results help to theoretically elucidate academic debates about the relationships between empowerment and control, differences between empowerment and laissez-faire and between empowering and destructive leadership in human service organizations.
{"title":"Leadership for Empowerment: Analyzing Leadership Practices in a Youth Care Organization Using Peer Video Reflection","authors":"A. E. Bunders, J. Broerse, B. Regeer","doi":"10.1080/23303131.2021.1961333","DOIUrl":"https://doi.org/10.1080/23303131.2021.1961333","url":null,"abstract":"ABSTRACT In recent years, increased complexity and persistent challenges induced governmental organizations to transform their ways of operating. Inherent to such transformations are shifts in approaches to leadership and organizational learning. However, adopting strategies that empower staff to take complex context-appropriate decisions has shown to be difficult. This paper aims to gain insight into empowering and disempowering leadership practices in complex transformation processes. Team leaders of a governmental organization participated in observing videos of weekly team meetings, noting positive and negative interactions between the peer-team leader and team members. Their observations were analyzed using the four dimensions of psychological empowerment. All team leaders showed empowering and disempowering practices within one case discussion. The findings illustrate in which contexts these practices are triggered. Results help to theoretically elucidate academic debates about the relationships between empowerment and control, differences between empowerment and laissez-faire and between empowering and destructive leadership in human service organizations.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"51 1","pages":"431 - 453"},"PeriodicalIF":1.2,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89465621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-01DOI: 10.1080/23303131.2021.1967246
Tania L. Hernandez Ortiz, M. Hager, J. Brudney
ABSTRACT This article investigates the idea that different nonprofit organizations, including human service organizations, value volunteers in different ways. We identify three benefits: financial, programmatic, and expressive. Analysis of survey data confirms these as separate factors. Using ESEM, we explore how differences in administrative complexity and intensiveness of volunteer use are related to the benefits from volunteers. The utility of our conceptual breakdown into three types of value is reinforced by our finding that administratively complex organizations de-emphasize the financial, programmatic, and expressive benefits, while nonprofits that exhibit intensive engagement with volunteers emphasize the financial, program, and expressive benefits of volunteers.
{"title":"What Do Nonprofits Value in Their Volunteers?","authors":"Tania L. Hernandez Ortiz, M. Hager, J. Brudney","doi":"10.1080/23303131.2021.1967246","DOIUrl":"https://doi.org/10.1080/23303131.2021.1967246","url":null,"abstract":"ABSTRACT This article investigates the idea that different nonprofit organizations, including human service organizations, value volunteers in different ways. We identify three benefits: financial, programmatic, and expressive. Analysis of survey data confirms these as separate factors. Using ESEM, we explore how differences in administrative complexity and intensiveness of volunteer use are related to the benefits from volunteers. The utility of our conceptual breakdown into three types of value is reinforced by our finding that administratively complex organizations de-emphasize the financial, programmatic, and expressive benefits, while nonprofits that exhibit intensive engagement with volunteers emphasize the financial, program, and expressive benefits of volunteers.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"21 1","pages":"96 - 110"},"PeriodicalIF":1.2,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88298526","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-01DOI: 10.1080/23303131.2021.1960666
Lindsay Anderson, Amy H. McLean
ABSTRACT The authors explore the consequences of subjectivity in workplace appearance policies and proposes solutions through the lens of the National Association of Social Work’s (NASW) Code of Ethics. The commentary applies social work values and ethical standards to the enforcement of appearance policies and questions the impact on social workers and their clients as a result. An Appearance Policy Checklist is provided to establish a starting point for agency administrators, social work supervisors, and social workers to evaluate current appearance policies for potential discriminatory effects.
{"title":"Legal Doesn’t Mean Nondiscriminatory: Self-Expression and Appearance Policies in Social Work","authors":"Lindsay Anderson, Amy H. McLean","doi":"10.1080/23303131.2021.1960666","DOIUrl":"https://doi.org/10.1080/23303131.2021.1960666","url":null,"abstract":"ABSTRACT The authors explore the consequences of subjectivity in workplace appearance policies and proposes solutions through the lens of the National Association of Social Work’s (NASW) Code of Ethics. The commentary applies social work values and ethical standards to the enforcement of appearance policies and questions the impact on social workers and their clients as a result. An Appearance Policy Checklist is provided to establish a starting point for agency administrators, social work supervisors, and social workers to evaluate current appearance policies for potential discriminatory effects.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"19 1","pages":"179 - 183"},"PeriodicalIF":1.2,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79439605","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-01DOI: 10.1080/23303131.2021.1967823
Alejandro Orgambídez, Mario Millán, Laura Domínguez, Yolanda Borrego
ABSTRACT Based on Kanter’s model of power, this research aimed to study burnout as a mediator of the association between structural empowerment and job satisfaction in Spanish social service workers. Data from 177 workers from public centers (sample 1) and 179 workers from private centers (sample 2) were analyzed using path analysis and bootstrapping. Structural empowerment had both a direct and indirect effect, reducing burnout levels, on job satisfaction in both samples. The findings point to the importance of structural empowerment for ensuring the quality of working life of social service professionals from both public and private centers.
{"title":"Structural Empowerment, Burnout, and Job Satisfaction: Comparison of Public and Private Social Service Centers","authors":"Alejandro Orgambídez, Mario Millán, Laura Domínguez, Yolanda Borrego","doi":"10.1080/23303131.2021.1967823","DOIUrl":"https://doi.org/10.1080/23303131.2021.1967823","url":null,"abstract":"ABSTRACT Based on Kanter’s model of power, this research aimed to study burnout as a mediator of the association between structural empowerment and job satisfaction in Spanish social service workers. Data from 177 workers from public centers (sample 1) and 179 workers from private centers (sample 2) were analyzed using path analysis and bootstrapping. Structural empowerment had both a direct and indirect effect, reducing burnout levels, on job satisfaction in both samples. The findings point to the importance of structural empowerment for ensuring the quality of working life of social service professionals from both public and private centers.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"39 1","pages":"82 - 95"},"PeriodicalIF":1.2,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84275811","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-01DOI: 10.1080/23303131.2021.1964010
H. MacIndoe
ABSTRACT Human service nonprofit organizations navigate a complex funding environment. Grants from philanthropic foundations are one piece of this puzzle, conveying both funds and legitimacy. This paper examines foundation funding to human service nonprofits in one urban grants economy. Nonprofits are stratified into three groups: new entrants, repeat players, and sustained players. This sorting has serious consequences and is related to organizational characteristics, resource dependence, institutional factors, and network participation. Further, it appears that funding to repeat players is becoming more concentrated over time. Implications for research and practice are considered.
{"title":"Understanding Foundation Philanthropy to Human Service Organizations: Funding Stratification in an Urban Grants Economy","authors":"H. MacIndoe","doi":"10.1080/23303131.2021.1964010","DOIUrl":"https://doi.org/10.1080/23303131.2021.1964010","url":null,"abstract":"ABSTRACT Human service nonprofit organizations navigate a complex funding environment. Grants from philanthropic foundations are one piece of this puzzle, conveying both funds and legitimacy. This paper examines foundation funding to human service nonprofits in one urban grants economy. Nonprofits are stratified into three groups: new entrants, repeat players, and sustained players. This sorting has serious consequences and is related to organizational characteristics, resource dependence, institutional factors, and network participation. Further, it appears that funding to repeat players is becoming more concentrated over time. Implications for research and practice are considered.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"54 1","pages":"202 - 223"},"PeriodicalIF":1.2,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86095929","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-19DOI: 10.1080/23303131.2021.1961963
Karen M. Hopkins, M. Meyer, Jenny L. Afkinich, Eva Bialobrzeski, Venessa Perry, J. Brown
ABSTRACT Women are often overlooked for leadership coaching. Facilitated peer coaching (FPC) has emerged as cost-efficient and effective; however, lacks research in HSOs. We collected focus group and interview data from 30 racially diverse women and two women coaches in a human services leadership program on key benefits, effectiveness and challenges of FPC for learning application. Areas of greatest growth included individual mind-set and interpersonal behavior in organizational practices. Challenges included time restraints and powerlessness to shift organizational culture. HSOs can scale up leadership coaching for women by providing time, resources, support, and partnering with organizations for coaching across a network. PRACTICE POINTS Participants noted that the area of greatest growth for them from facilitated peer coaching was a shift in their mind-set, including boosted confidence in being a leader and advocating for themselves, becoming more self-aware and self-reflective about their perceptions of and behaviors toward others, and becoming stronger personally and professionally. Many participants described increased competence in and application of technical types of skills and some described teaching others to deepen organizational learning. Facilitated peer coaching helped women develop a deeper sense of connection with each other and a clearer understanding about the work other managers are engaged in and the common challenges they face. Peer coaching is most effective when participants share similar levels of power within their organization. A necessary step for human service managers is to provide women with leadership learning and coaching opportunities, whether individual or collective, in which knowledge, skills, and ideas can be collaboratively shared and supported.
{"title":"Facilitated Peer Coaching among Women Human Service Professionals: Leadership Learning, Application and Lessons Learned","authors":"Karen M. Hopkins, M. Meyer, Jenny L. Afkinich, Eva Bialobrzeski, Venessa Perry, J. Brown","doi":"10.1080/23303131.2021.1961963","DOIUrl":"https://doi.org/10.1080/23303131.2021.1961963","url":null,"abstract":"ABSTRACT Women are often overlooked for leadership coaching. Facilitated peer coaching (FPC) has emerged as cost-efficient and effective; however, lacks research in HSOs. We collected focus group and interview data from 30 racially diverse women and two women coaches in a human services leadership program on key benefits, effectiveness and challenges of FPC for learning application. Areas of greatest growth included individual mind-set and interpersonal behavior in organizational practices. Challenges included time restraints and powerlessness to shift organizational culture. HSOs can scale up leadership coaching for women by providing time, resources, support, and partnering with organizations for coaching across a network. PRACTICE POINTS Participants noted that the area of greatest growth for them from facilitated peer coaching was a shift in their mind-set, including boosted confidence in being a leader and advocating for themselves, becoming more self-aware and self-reflective about their perceptions of and behaviors toward others, and becoming stronger personally and professionally. Many participants described increased competence in and application of technical types of skills and some described teaching others to deepen organizational learning. Facilitated peer coaching helped women develop a deeper sense of connection with each other and a clearer understanding about the work other managers are engaged in and the common challenges they face. Peer coaching is most effective when participants share similar levels of power within their organization. A necessary step for human service managers is to provide women with leadership learning and coaching opportunities, whether individual or collective, in which knowledge, skills, and ideas can be collaboratively shared and supported.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"46 1","pages":"184 - 201"},"PeriodicalIF":1.2,"publicationDate":"2021-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77396168","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-08DOI: 10.1080/23303131.2021.1932658
E. Lizano, Amy S. He, R. Leake
Child welfare (CW) workers, who play a critical role in the delivery of services to children and families, have a fundamental right to workplace well-being and opportunities to develop their job-related capacities. According to the human development capability approach, the freedom to achieve wellbeing is a moral imperative; people must have the opportunity to do what is needed to achieve the kind of life they want to lead (Nussbaum, 2011). This approach is anchored in social justice and equity and generally applied at the societal and political levels. It is the responsibility of the individual workers to exercise this freedom to achieve their capabilities and the organization’s responsibility to provide employees with an equitable, supportive, and safe work environment (Cumming, 2017). Several other professional (e.g., National Association of Social Workers) and political (e.g., Service Employees International Union and the American Federation of State, County & Municipal Employees) organizations similarly call attention to and advocate for the professional well-being of human services workers. However, there are currently no frameworks or best practice guidelines that consider the multiple dimensions of worker well-being within the CW context, a profession totaling around 30,000 workers in the United States (Administration on Children, Youth, and Families, 2020). Outside of the CW context, Danna and Griffin (1999) provided an organizational framework of the antecedents and consequences of workplace well-being based on a synthesis of the general workforce literature. However, this framework includes only two dimensions of health and well-being, (i.e., mental and physical health) and as previously noted, is not specific to the CW workforce. This leaves CW organizations and leaders lacking guidance on a comprehensive approach to understanding and addressing their workforce’s well-being. The lack of a holistic worker well-being framework makes it difficult to know how to measure its absence or presence and how to create optimal work environments to ensure and support worker well-being. To address this gap in the literature, we developed a framework of worker well-being specific to the CW workforce and context, guided by Engel’s (1978) biopsychosocial model of health and a review of the current CW workforce literature. The proposed biopsychosocial framework includes conceptual definitions for three key dimensions of worker well-being: (a) physical well-being (e.g., low secondary traumatic stress), physical safety in the workplace, and general health); (b) psychological well-being (e.g., psychological safety, job satisfaction, inclusion and equity); and (c) social well-being (e.g., peer and supervisory support, work-life effectiveness). This biopsychosocial framework takes into account that understanding well-being in the CW context requires consideration of the complexity embedded within workers’ job functions. This includes the multifaceted job de
{"title":"Caring for Our Child Welfare Workforce: A Holistic Framework of Worker Well-being","authors":"E. Lizano, Amy S. He, R. Leake","doi":"10.1080/23303131.2021.1932658","DOIUrl":"https://doi.org/10.1080/23303131.2021.1932658","url":null,"abstract":"Child welfare (CW) workers, who play a critical role in the delivery of services to children and families, have a fundamental right to workplace well-being and opportunities to develop their job-related capacities. According to the human development capability approach, the freedom to achieve wellbeing is a moral imperative; people must have the opportunity to do what is needed to achieve the kind of life they want to lead (Nussbaum, 2011). This approach is anchored in social justice and equity and generally applied at the societal and political levels. It is the responsibility of the individual workers to exercise this freedom to achieve their capabilities and the organization’s responsibility to provide employees with an equitable, supportive, and safe work environment (Cumming, 2017). Several other professional (e.g., National Association of Social Workers) and political (e.g., Service Employees International Union and the American Federation of State, County & Municipal Employees) organizations similarly call attention to and advocate for the professional well-being of human services workers. However, there are currently no frameworks or best practice guidelines that consider the multiple dimensions of worker well-being within the CW context, a profession totaling around 30,000 workers in the United States (Administration on Children, Youth, and Families, 2020). Outside of the CW context, Danna and Griffin (1999) provided an organizational framework of the antecedents and consequences of workplace well-being based on a synthesis of the general workforce literature. However, this framework includes only two dimensions of health and well-being, (i.e., mental and physical health) and as previously noted, is not specific to the CW workforce. This leaves CW organizations and leaders lacking guidance on a comprehensive approach to understanding and addressing their workforce’s well-being. The lack of a holistic worker well-being framework makes it difficult to know how to measure its absence or presence and how to create optimal work environments to ensure and support worker well-being. To address this gap in the literature, we developed a framework of worker well-being specific to the CW workforce and context, guided by Engel’s (1978) biopsychosocial model of health and a review of the current CW workforce literature. The proposed biopsychosocial framework includes conceptual definitions for three key dimensions of worker well-being: (a) physical well-being (e.g., low secondary traumatic stress), physical safety in the workplace, and general health); (b) psychological well-being (e.g., psychological safety, job satisfaction, inclusion and equity); and (c) social well-being (e.g., peer and supervisory support, work-life effectiveness). This biopsychosocial framework takes into account that understanding well-being in the CW context requires consideration of the complexity embedded within workers’ job functions. This includes the multifaceted job de","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"56 1","pages":"281 - 292"},"PeriodicalIF":1.2,"publicationDate":"2021-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84850134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-08DOI: 10.1080/23303131.2021.1935375
Kathi R. Trawver, Heidi Brocious, Tania Silva-Johnson, Tandra Donahue, D. Milliron
ABSTRACT As public child welfare agencies continue to experience high rates of workforce turnover and low rates of retention, employee mentoring and coaching has been forwarded as a potential mechanism to positively impact the workforce. Using a qualitative multi-method case study approach, this learning case describes an innovative statewide child welfare worker new employee mentoring program implemented by the State of Alaska Office of Children’s Services. Drawn from the perspectives of key leadership, line supervisors, and other stakeholders responsible for the development of the program, results included broad support and observed supervisor and employee benefits. Implications of this learning case are relevant to both child welfare agencies as well as other social service programs considering development of mentoring programs and implementation of broad system-wide programs.
{"title":"Learning from the Field: Development of a Statewide Public Child Welfare Workforce Mentoring Program","authors":"Kathi R. Trawver, Heidi Brocious, Tania Silva-Johnson, Tandra Donahue, D. Milliron","doi":"10.1080/23303131.2021.1935375","DOIUrl":"https://doi.org/10.1080/23303131.2021.1935375","url":null,"abstract":"ABSTRACT As public child welfare agencies continue to experience high rates of workforce turnover and low rates of retention, employee mentoring and coaching has been forwarded as a potential mechanism to positively impact the workforce. Using a qualitative multi-method case study approach, this learning case describes an innovative statewide child welfare worker new employee mentoring program implemented by the State of Alaska Office of Children’s Services. Drawn from the perspectives of key leadership, line supervisors, and other stakeholders responsible for the development of the program, results included broad support and observed supervisor and employee benefits. Implications of this learning case are relevant to both child welfare agencies as well as other social service programs considering development of mentoring programs and implementation of broad system-wide programs.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"16 1","pages":"365 - 374"},"PeriodicalIF":1.2,"publicationDate":"2021-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81169530","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1080/23303131.2021.1946454
Jessica Strolin-Goltzman, Becky F. Antle, Crystal Collins-Camargo, Valerie Wood
ABSTRACT According to SAMHSA (2014), 1 of the 10 domains of a trauma-informed approach to child welfare relates to universal screening; however, costs of installation and implementation models are often unclear. This paper provides administrators of human service organizations with a fiscal example of the estimated cost of implementing screening with children in the custody of a public child welfare system. Findings show that the cost of installation and start-up are estimated at 208 USD per child while ongoing implementation/sustainability costs are 130 USD per child when implementation is universal to all children in custody. Discussion includes implications for practice and future research. Practice Points There are challenges and successful practices associated with developing trauma-informed child welfare systems (Akin et al., 2018), and public child welfare administrators benefit when they can understand potential costs of implementing new trauma-informed practices, such as screening. Understanding cost analysis is important for leaders across multiple levels of non-profit and human service organizations in order to make informed choices about policies and practices that balance input, output, and outcomes. Human service leadership teams should consider utilizing justice-enhanced cost findings to prioritize and select policies and practices that incorporate fiscal data with intervention data to address individual and structural challenges that maintain disadvantage, inequity, and marginalization. Investing in a trauma/mental health screening tool with their child welfare population is a minimal cost…substantially less than the cost of out-of-home care.
{"title":"A Cost Analysis of Trauma and Well-being Screening for Children in Custody","authors":"Jessica Strolin-Goltzman, Becky F. Antle, Crystal Collins-Camargo, Valerie Wood","doi":"10.1080/23303131.2021.1946454","DOIUrl":"https://doi.org/10.1080/23303131.2021.1946454","url":null,"abstract":"ABSTRACT According to SAMHSA (2014), 1 of the 10 domains of a trauma-informed approach to child welfare relates to universal screening; however, costs of installation and implementation models are often unclear. This paper provides administrators of human service organizations with a fiscal example of the estimated cost of implementing screening with children in the custody of a public child welfare system. Findings show that the cost of installation and start-up are estimated at 208 USD per child while ongoing implementation/sustainability costs are 130 USD per child when implementation is universal to all children in custody. Discussion includes implications for practice and future research. Practice Points There are challenges and successful practices associated with developing trauma-informed child welfare systems (Akin et al., 2018), and public child welfare administrators benefit when they can understand potential costs of implementing new trauma-informed practices, such as screening. Understanding cost analysis is important for leaders across multiple levels of non-profit and human service organizations in order to make informed choices about policies and practices that balance input, output, and outcomes. Human service leadership teams should consider utilizing justice-enhanced cost findings to prioritize and select policies and practices that incorporate fiscal data with intervention data to address individual and structural challenges that maintain disadvantage, inequity, and marginalization. Investing in a trauma/mental health screening tool with their child welfare population is a minimal cost…substantially less than the cost of out-of-home care.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"566 1","pages":"56 - 66"},"PeriodicalIF":1.2,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77075299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-09DOI: 10.1080/23303131.2021.1935376
H. Muurinen, Aino Kääriäinen
ABSTRACT This guest editorial explores how theory-informed and evidence-informed practice can be strengthened in human service organizations. This exploration involves the description of a Practice and Theory group intervention model. Based on a three-case study of pilot intervention groups provided to social workers, the short-term and intermediate outcomes as well as the expected intermediate and long-term outcomes are presented and illustrated by a logic model. The shared conversations help overcome the difficulties practitioners and managers may have in understanding the role of theory or research in practice. Discussing theories in the context of everyday practice can provide practitioners with concrete tools for decision-making. Applying and experimenting with theories opens new perspectives for the problem-solving process where the practitioner is experimenting, reflecting and seeking to improve practice. Thus, shared reflections of theories and research can promote adaptive and developmental workplace learning and enhance an individual sense of epistemic agency.
{"title":"Using Theory in Practice – An Intervention Supporting Research Dissemination in Social Work","authors":"H. Muurinen, Aino Kääriäinen","doi":"10.1080/23303131.2021.1935376","DOIUrl":"https://doi.org/10.1080/23303131.2021.1935376","url":null,"abstract":"ABSTRACT This guest editorial explores how theory-informed and evidence-informed practice can be strengthened in human service organizations. This exploration involves the description of a Practice and Theory group intervention model. Based on a three-case study of pilot intervention groups provided to social workers, the short-term and intermediate outcomes as well as the expected intermediate and long-term outcomes are presented and illustrated by a logic model. The shared conversations help overcome the difficulties practitioners and managers may have in understanding the role of theory or research in practice. Discussing theories in the context of everyday practice can provide practitioners with concrete tools for decision-making. Applying and experimenting with theories opens new perspectives for the problem-solving process where the practitioner is experimenting, reflecting and seeking to improve practice. Thus, shared reflections of theories and research can promote adaptive and developmental workplace learning and enhance an individual sense of epistemic agency.","PeriodicalId":46043,"journal":{"name":"Human Service Organizations Management Leadership & Governance","volume":"93 1","pages":"1 - 10"},"PeriodicalIF":1.2,"publicationDate":"2021-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91080198","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：