Linking departmental priorities to knowledge management: the experiences of Santa Cruz County's Human Services Department

Federal welfare reform, local service collaborations, and the evolution of statewide information systems inspired agency interest in evidence-informed practice and knowledge sharing systems. Four agency leaders, including the Director, Deputy Director, Director of Planning and Evaluation, and Staff Development Program Manager championed the development of a learning organization based on knowledge management throughout the agency. Internal department restructuring helped to strengthen the Planning and Evaluation, Staff Development, and Personnel units, which have become central to supporting knowledge sharing activities. The Four Pillars of Knowledge framework was designed to capture agency directions in relationship to future knowledge management goals. Featuring People, Practice, Technology and Budget, the framework links the agency's services, mission and goals to the process of becoming a learning organization. Built through an iterative process, the framework was created by observing existing activities in each department rather than being designed from the top down. Knowledge management can help the department to fulfill its mission despite reduced resources.     

Using evidence-based accreditation standards to promote continuous quality improvement: the experiences of the San Mateo County Human Services Agency

Following a difficult period of service provision, an agency determined that drastic changes were needed to improve agency-wide capacity and functioning. The agency engaged in an organizational level self-assessment aimed at identifying areas for improvement and beginning work towards determining professional standards for service. Results of this organizational self-assessment paved the way for pursuing accreditation of its services, and the agency became the first public agency in its state to be accredited by the Council on Accreditation in all eligible services. This case study describes this agency's efforts in engaging in an organizational self-assessment, the analysis and codification of their practices, and their eventual development of a systematized process for capturing, evaluating and improving practice.     

Linking an agency strategic review to increase knowledge management: San Francisco County Human Service Agency

Led by the agency director, the agency engaged in a Strategic Review, based on a comprehensive assessment of agency performance that identified strategies to improve organizational effectiveness through increased data-informed practice and knowledge management. The Strategic Review gathered information on staff perceptions, perceptions of external stakeholders, changing citywide and neighborhood demographics, policy mandates, and budget and workload issues. The need for the review was based upon multiple, substantial changes not addressed in the 2000 Strategic Plan, including the 2004 merger of the Department of Human Services and the Department of Aging and Adult Services, changes among the executive management team, transitions among key political entities, new policy mandates and changing budget allocations. This case study describes the Strategic Review process and content, summarizing key challenges and lessons related to addressing workload demands, fostering positive staff attitudes, balancing internal and external information needs, and integrating data use and planning processes across the agency.     

Building a culture of learning through organizational development: the experiences of the Marin County Health and Human Services Department

After determining a need for organizational change informed by changes in workforce demographics, community demographics, the socio-political and economic environment, and constraints on resources, one agency sought to transform its organizational culture into that of a learning organization. An external organizational development consultant was hired to work with agency leadership to identify ways that would help move the agency's culture towards one that was conducive to learning. Specifically, the agency director sought to create a culture where communication is encouraged both vertically and horizontally, frontline level workers are engaged and their voices heard, cross-departmental problem solving is practiced, innovative ideas are supported, and evidence-informed practice regularly implemented. This case study describes the experiences of this agency and the process taken toward engaging an external consultant and moving towards the development of a culture of learning.     

The use of key indicators as a foundation for knowledge management: the experiences of Monterey County's Social and Employment Services Department

While effective knowledge management practices are commonly sought by organizations, facilitating the use and ongoing engagement in these practices can be challenging. To this end, one agency developed a strategy for institutionalizing their knowledge management functions by appointing a team responsible for monitoring and implementing knowledge management functions, and creating a report for use as a tool by departments agency-wide. Aimed at increasing transparency both within the agency and with the surrounding community, the report provides an overview of individual departments' programs, goals, recent caseload trends, and latest achievements. The report is made available online and accessible by the general public. This case study describes the development of this team and report, as well as lessons learned and future knowledge management goals for the agency.     

Knowledge capture and the retirement of the director of finance: succession planning in the San Mateo County Human Services Agency

Concern over the impending retirement of several top-level managers led a county agency to engage in efforts aimed at more efficient succession management. Administrators developed plans to prevent the loss of invaluable knowledge and wisdom accompanying retirement of experienced agency leaders. The agency's Director of Finance (DoF) was one of the first key figures projected to retire, and a succession plan was implemented to transfer his knowledge for use after his departure. The knowledge transfer process involved three stages, including: (1) employing the DoF as teacher, having him develop curricula and conduct trainings; (2) engaging the DoF as mentor, allowing an existing staff member and the DoF's successor to shadow and be coached by the DoF; and (3) developing a knowledge management system that could be used after the DoF departed. This case study describes the knowledge transfer process and experiences shared by the DoF and this agency.     

A Survey of Australian Human Services Agency Software Usage

Human Services agencies use a wide range of software systems to manage caseloads, maintain records, deliver services to clients, and for interagency communication. Some systems are generic, such as Word or Excel, while some are specialized to the organization, such as specialized databases for tracking case notes. Some software systems are shared across organizations. We surveyed nearly 40 Australian Human Services agencies to ascertain the range of software currently in use by agencies and their opinions on it, with a view to identifying promising new Human Services applications. We interviewed representatives from a selection of smaller agencies. This resulted in detailed feedback on key issues to consider when developing and deploying new Human Services software.     

CSV Protective Services as an Agency of Change?

This paper describes a systemic team approach that has been used successfully with a young statutory client at risk, in reuniting him safely with his family of origin. The approach provides an opportunity to move away from a restrictive view of statutory intervention toward utilising the legal framework, to assist families and protective workers to co-operate in the young person's safe return home.     

The Impact of Automation on Attitudes and Productivity in a Human Services Agency

Summary

This paper presents the results of a research project designed to assess the impact of an automated case management system on the time utilization and attitudes of human services employees. Based on this 10 week evaluation study, the desired benefits in efficiency, effectiveness and quality of work life were not achieved. Limitations of this study were the constraints in the length of time the evaluation could be conducted and the small sample size available. The findings of this research highlight the need for employee assistance program managers to be sensitive to and knowledgeable about the potential sources of stress as well as the potential benefits in introducing computer technology into the human services delivery system.     

A senior manager with a knowledge management portfolio: the Santa Clara County experience

The agency director sought to create a systematically coordinated department that utilizes knowledge management strategies to promote evidence-informed practice. In his view, the organization was not providing needed information or organizational supports for practitioners to use knowledge effectively. To address this issue, he created a Director of Development and Operational Planning (DDOP) position with the responsibility to build structures and facilitate processes that support knowledge management. The DDOP oversees research and planning, government relations, legislative development and support, Board of Supervisors communications, staff development and training, community contracts, public information and in-house communication. The DDOP is reorganizing units under her supervision to create a knowledge management matrix that will implement new knowledge sharing strategies related to evaluation, contracts, legislation, organizational development, policy and planning, and staff development. The case study describes challenges and strategies related to: government regulations, size and complexity of the agency, staff resistance, and the developmental nature of the process.     

Using agency-wide dashboards for data monitoring and data mining: the Solano County Health and Social Services Department

The Director needed accessible data on critical program areas in order to monitor changes presenting potential negative impacts. The Research, Evaluation and Planning division spearheaded the Dashboard featuring the seven program areas (Employment & Eligibility, Child Welfare Services, Mental Health, Public Health, Older Disabled Adult Services, Substance Abuse, and the Special Investigations Bureau), and three administrative units. Deputy Directors specified several key areas that their divisions were mandated to report or viewed as important for monitoring. The Dashboard enables Directors to communicate internally and externally about program results, strengths and growth areas, as well as track progress in relationship to strategic plan initiatives and intervene in areas needing improvement. Executive team members identify critical areas for improvement and the Assistant Director for Research and Evaluation implements corrective action through the Quality Assurance Committee. Agency lessons relate to the importance of automation, data interpretation, and team members' understanding of the indicators, related practice strategies, and contextual factors.     

Cost Effective Quality Services in the Context of the Health Care Crisis

South Africa is facing a health care crisis of staggering proportions. The article provides an overview of the South African health care system, an analysis of the current problems and the implications and patented opportunities for EAPs in health care management in South Africa.     

Improving the Quality and Reducing the Cost of Human Services Through On-Line Transaction Processing

No abstract available for this article.     

Incorporating knowledge management as HRD strategy: the case of a Korean electronics company

Abstract

There is no doubt that knowledge management is now a very dominant theme in modern enterprises. To survive and compete in a knowledge-based economy, companies must learn to manage and sustain their intellectual assets. As a number of practitioners have noted, human resources play an important role in the transition process to the knowledge-based economy. This transition process is characterized by participant-driven integrative teamwork for dealing with various tasks and issues in organizations. This article presents a case study of the development of human resources in the context of knowledge management, which is based on systems thinking, exploring the process of problematization. It is based on a Foucauldian approach to expose the social relationship of power, knowledge and subjectivization in the problem-solving practice.