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.     

Organizational Change-Too Much,Too Soon?

ABSTRACT

Recent changes in government policies and practices, especially managed care, have led many nonprofit organizations to embrace collaboration as a competitive strategy. This article presents a case study of a large human service agency that has adopted a management service organization (MSO) model, a type of collaboration particularly suited to handling third-party contracts, at the urging of the founding CEO. A new governance model was also adopted. Using chronology as an analytical approach, the case examines key decisions made by professional and lay leaders during four distinct stages of organizational development. The actions taken by the board of directors to restore financial stability and protect the organization's reputation after learning from the CEO of the existence of a significant deficit demonstrate the need for strategic planning and better communication among all relevant parties involved in a collaboration.     

Establishing a feminist culture: the experience of Zimbabwe Women's Resource Centre and Network

The Zimbabwe Women's Resource Center and Network (ZWRCN) was established in 1990 to strengthen interorganizational networking activities for the exchange of experience and information on gender and development issues. ZWRCN has collected over 4000 documents on gender issues and operates a rural libraries program. Its efforts to create a feminist organizational culture fostering staff empowerment, lack of hierarchy, and participatory leadership have been more problematic, however. Most of the 15 staff recruited since ZWRCN's inception previously worked in male-dominated government agencies and are ambivalent about feminism. Struggles over power and control emerged between these employees, who regarded themselves as professionals in a bureaucratic sense, and junior staff with less expertise but a strong commitment to feminism. Also controversial were expectations that staff members would socialize outside of work and stay at work as long as needed to complete a task. In 1994, ZWRCN was forced to adopt a staff code of conduct and regulations in order to qualify for donor support. ZWRCN has been forced to abandon its original goal of creating a feminist culture and aim for a culture of participation less threatening to gender relations in the wider society. More awareness at the time of inception on the part of ZWRCN founders about ways feminist management styles would conflict with the socialization of future staff members might have averted some of this tension.     

Advocacy by Nonprofit Human Service Agencies

Abstract

This article reports and analyzes findings of a mixed-methods study which examined correlations between select organizational factorsbudget size, staff size, age, local government funding, and leadership-and the advocacy behavior of human service agencies in Washington, DC. Surveys were sent to 100 agency executive directors, and 43 were returned. Follow-up interviews with staff from the five highest scoring and five lowest scoring agencies are reported. Findings show that budget size, staff size, leadership, and local government funding are positively correlated to agency advocacy behavior. Barriers and enhancements to agency advocacy behavior are also discussed.     

Who's on board? Child welfare worker reports of buy-in and readiness for organizational change

This study views the extent to which staff buy-in for an organizational innovation in child welfare (CW) relates to implementation progress. The study occurs during implementation of a statewide practice model that was supported with technical assistance from the Mountains and Plains Child Welfare Implementation Center (MPCWIC) and framed around the National Implementation Research Network model. Mixed methods were used to address three study questions: (1) what is the level and nature of buy-in related to the innovation? (2) does buy-in vary according to staff characteristics, and (3) what is the relationship between buy-in, local level agency readiness, and implementation status one year after project start? Survey data were collected from 568 CW staff in 13 local county agencies and 12 implementation specialists assigned as coaches. Focus groups and interviews were conducted with 52 staff in four agencies. Bivariate chi-square analyses and multivariate regression using a cumulative logit model showed that buy-in was related to gender and agency tenure. Implementation progress was higher among smaller agencies, and agencies with lower levels of job stress. Qualitative themes centered on staff inclusivity in project design, communication, and supervisor support. Findings highlight the need to adapt implementation strategies in urban and rural locales, and to attend strongly to staff selection, supervision, and inclusion during implementation. Addressing job stress may help bolster implementation.     

上海社会组织发展机制和体制改革研究

上海社会组织的发展不仅需要创新模式,更需要突破传统体制机制的制约。上海需探索成立市级社会组织管理服务中心,建立社会组织管理服务的第三方评价制度;出台政府购买服务的指导目录,制定政府购买服务的办法,建立政府购买服务资金的增长机制;加大社会组织人才扶持力度,出台公益人才扶持政策,打造公益人才培训基地;制订免税扩围政策,如细化免税对象、扩大免税内容、简化免税审批流程;建立扶持社会组织发展的资金体系,如建立支持草根社会组织的扶持资金、支持企业设立公益基金、设立社会组织发展的公共资金专户;开展社会组织改革创新试点,建立国际社会组织集聚园区,开展服务于外来人口的社会组织综合创新试点,建立与国际对接的志愿者服务体系。     

Mobile Organizing Using Information Technology (MOBIT)

Both at the corporate level and in the government sector, we are currently witnessing a transformation towards mobile organizing using information technology (MOBIT). The mobile technology wave is challenging the fundamentals on organizational thinking on four accounts: (1) organizational platforms that support productive and efficient collaboration and enable self-development, experimentation and innovative behaviour; (2) balancing the need for managerial control and action with privacy rights for the individual workers related to digital transactions and storage; (3) strategies for having workers and external users (i.e. customers, citizens) at home, in a satellite office, or at the headquarters/front office; and (4) knowledge creation, replication, adaptation, and utilization in organizations glued with IT.     

The context of program implementation and evaluation: A pilot study of interorganizational differences to improve child welfare reform efforts

This article contributes to the growing literature on evaluation and implementation science by examining the interaction between staff perceptions of organizational strength with perceptions and indicators of program fidelity. As part of a pilot project related to the evaluation of the Family to Family initiative, a survey was distributed to employees within two urban child welfare agencies with a total of 410 respondents across both sites, for a combined response rate of 72.2%. Survey results were analyzed both in terms or respondents' perception of their agency as well as in relation to measures of program performance and workload. Multivariate models show that organizational indicators are the most significant and positive predictors of perceived program implementation. Specifically, staff who positively perceived the availability of information within their agency also believed that the programs were well implemented in their agency. These findings suggest that as the value of program changes are articulated within an organization, the implementation of the initiative is perceived to improve.     

New roles for families in child welfare: Strategies for expanding family involvement beyond the case level

This paper examines the strategies and approaches child welfare agencies used to integrate meaningful family involvement into their service delivery systems, under the Children's Bureau Improving Child Welfare Outcomes Through Systems of Care demonstration initiative. Through a series of retrospective interviews with child welfare agency staff, systems of care project staff, family members actively involved in implementing the systems of care initiative, and local program evaluators, researchers investigated the family involvement planning and capacity building activities of child welfare agencies during the initiative's implementation. Findings indicate that child welfare agencies' capacity building efforts primarily centered on human resource development, focusing on three areas: program staffing, family engagement, and agency buy-in. These findings illustrate the importance of developing the capacity of child welfare agency staff and family members before fully implementing family involvement programs and activities. Although more research is needed to document the impact of family involvement, the lessons learned from these grant communities' experiences provide critical information and can inform development of policies and practices to help child welfare and other child- and family-serving systems promote and implement meaningful and sustainable family involvement.     

Organizational factors and the implementation of family to family: contextual elements of systems reform

In efforts to reform the child welfare system, agency leaders must involve staff at all levels; yet, little research has been done to determine which organizational factors encourage or inhibit staff engagement. Employees from an urban child welfare agency were invited to complete a survey regarding organizational effectiveness and its influence on reform efforts. The results show how these findings can be used by managers to improve practice, specifically through increased information sharing with stakeholders.     

Rural Women and Decision Making: Women's Role in Resource Management During Rural Restructuring1

Abstract The intense, uneven, and often contradictory processes of agricultural restructuring impact upon the family farm in ways that are gendered. Those impacts may create, reproduce, or exacerbate contradictions within the farm family. We interviewed farm women about the decision making structure of families on Australian cereal properties and about land use and resource management strategies. Key informants working in government, agriculture, and management were asked about effects of restructuring on farm women and their role in resource management on the family farm. Different patterns were found: most decision making structures remain sex segregated, with women making more decisions about “inside” and men about “outside” resource management issues; shared decision responsibility was greater than expected. Farm women have views about farming, soil conservation, and the environment that have an influence on strategic planning in the sector whether they maintain their traditional family position or increase their agency and visibility.     

Measuring organizational effectiveness to develop strategies to promote retention in public child welfare

Public child welfare agencies are under pressure to improve organizational, practice and client outcomes. Related to all of these outcomes is the retention of staff. Employee intent to remain employed may be used as a proxy for actual retention. In this study public child welfare staff in one Midwestern state were surveyed using the Survey of Organizational Excellence (Lauderdale, 1999) and the Intent to Remain Employed (Ellett, Ellett, & Rugutt, 2003) scales to assess the extent to which constructs such as perceptions of organizational culture, communication and other areas of organizational effectiveness were associated with intent to remain employed. A number of statistically significant relationships were identified which were presented to the public agency for use in the development of strategies for organizational improvement. Data were also analyzed regionally and based on urban/suburban/rural status to enable development of targeted approaches. This case study presents an example of how ongoing measurement of organizational effectiveness can be used as a strategy for organizational improvement over time in the child welfare system.     

Mapping the Level of Development of Grassroots NPOs in China

Grassroots NPOs have emerged in China in large numbers. Although knowledge about the Chinese nonprofit sector, especially its relationship with the government is accumulating, knowledge regarding the operations of the grassroots NPOs is lacking. This study reviewed the level of development of 78 South China grassroots NPOs involving in rural education. By collecting organizational information on the NPOs’ products, structure and management, governance, human resources, finance and marketing, we developed a framework to assess their capacity. Based on organizations’ performance in the six domains, they were categorized into four different groups: the amateur do-gooders, the start-up charities, the grassroots in transition, and the aspiring young NPOs. We described the key characteristics of each group, and discussed how government policy and organizational leaders’ attitudes influenced organizations’ behavior and development. The assessment tool can be used to guide organizational capacity building in the future.     

Learning from staff to share knowledge and inform decision-making: the Contra Costa County experience

In an effort to increase staff engagement and opportunities for greater two-way communication between managers and staff, a strategic plan was developed involving administration of an agency-wide staff satisfaction survey. A comprehensive survey was administered to nearly 1700 employees throughout the agency, which encompasses several diverse bureaus ranging from child and family services, aging and adult services, and a workforce investment board. The online survey included 36 questions aimed at gathering staff perspectives on job satisfaction, work expectations, supervision, and information sharing within the agency. 825 employees responded to the survey, and findings were analyzed and shared agency-wide. Results of the survey have been used to inform ongoing agency change and to facilitate continued engagement of staff in organizational goals and initiatives.     

Devolution of Services to Children and Families: The Experience of NPOs in Nanaimo,British Columbia,Canada

This study focuses on the current experience of Nanaimos nonprofit family and child service organizations (N = 29) providing services on behalf of government and their adaptation to this devolution. The effects and consequences of contracting on organizational practices, accountability, and services were explored through interviews and focus groups with executive directors, board members, line staff, government representatives, and the United Way. Results show that a significant proportion of funding comes from provincial government contracts. The funding climate is uncertain, and there is considerable confusion, stress, and time involved with the contracting process. Accountability requirements are demanding and nonprofit organizations (NPOs) express concern about a shift to a business management model. Recommendations include a need for increased collaboration between NPOs, a body that speaks for the voluntary sector, and improved relationships between NPOs and government funders.     

Staffing,retention, and government funding: A case study

This study analyzes the implications of government‐contract funding on the staffing pattern of a nonprofit agency, the Canadian Red Cross, Toronto Region. Furthermore, the study explains the implications of the staffing pattern on services and on the agency's organization. Staffing is one area that the literature on nonprofit organizations has not adequately addressed. The findings indicate that contract‐based funding leads to the hiring of temporary staff and affects the retention of employees. Although contract funding has some benefits, temporary staffing is detrimental to the agency's services. It affects not only employee recruitment and retention but also training. The results highlight how change in government funding from grants to contracts resulted in the agency's new staffing strategy and ultimately reduced the effectiveness of the services the agency provided to the community.     

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 Consequences for Women in the Academic Profession of the Widespread Use of Fixed Term Contracts

Women have been disadvantaged within the academic profession due to its gendered nature. Some commentators have alleged that temporary contracts may create opportunities for women and that women exhibit a stronger preference for such contracts than men. Over recent years, there has been a sharp rise in the proportion of academic staff employed on fixed term contracts in UK universities. This article examines whether the consequence of this has been to create a bridge for women, leading into and upwards within the profession, or a trap. Drawing on new empirical evidence gathered from academic staff, the conclusions are that segregation is decreasing slowly, but not because of fixed term contracts, and that fixed term contracts create traps and profound disadvantages for both sexes. Women are slightly disadvantaged by forms of patronage that operate to permit some fixed term staff to gain more secure posts. Moreover, relative to men, these professional women neither gain nor perceive any comparative benefits from fixed term contracts as opposed to open‐ended contracts.     

Tweeting about emergency: A semantic network analysis of government organizations’ social media messaging during Hurricane Harvey

While social media like Twitter have been increasingly adopted by public-sector organizations, it remains less explored as to how government and emergency management (EM) organizations use these platforms to communicate with the public in response to emerging natural disasters. Extending the Situational Crisis Communication Theory (SCCT) to the realm of social media, this study examines the emerging semantic networks from 67 government and EM organizations’ official tweets during Hurricane Harvey over a three-week period. It identifies how multiple crisis response strategies—including instructing information, adjusting information, and bolstering—are constituted of different issues, actions, and organizational actors before, during, and immediately after the disaster event. Results suggest that government agencies use the strategy of instructing information predominantly before and during the disaster, whereas adjusting information and bolstering strategies are utilized more during post-disaster recovery. The study offers theoretical and practical implications of using a semantic network approach to studying organizational crisis responses.