Class 11: Assessing Organizations

UTA SSW, SOCW 5306Generalist Macro Practice

Professor Dick SchoechCopyright 2005 (permission required before use

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Summary of Classes 1-11 Generalist macro practice history, change

process, roles, levels of intervention Theories, values, perspectives The community as client Conditions as problems/opportunities Assessing social conditions/communities Intervening in social conditions The organization as client Administration overview

Assessing organizations §

Today’s class: Assessing Via

Purpose: Mission, vision, goals and objectives

Capital management Financial management Information management Personnel management (next week) §

Ways to View Purpose

Economic-profit not for profit, 501(c)(3) Well defined ill defined

Few coordinated multiple conflicting

Stress high accountability stress low accountability

Stress high effectiveness stress low effectiveness

Stress high efficiency stress low efficiency §

Purpose Expressed by Mission (KMM p94; Brue

p268)

The purpose for being or identity Encapsulates the program’s overall effort Easy for public to understand Grounded in “customer” needs Grounded in client outcomes Grounded in definition of quality services Renewed periodically Drug treatment agency example: To promote and support

the achievement of a positive and productive lifestyle for those formerly addicted to chemical substances. KMM p. 95. §

Purpose as Expressed by Vision

What the program wants to become or destiny What agency would be if resources plentiful Shows key problems/issues to address Where the program hopes to be in 15 years §

Purpose Expressed in Goals

Describe future outcomes or states of being

Are not measurable or achievable Focus on outcomes and impacts Should be ambitious and idealistic §

Purpose Expressed in Objectives

Action statements Clear, specific and concrete Measurable Time limited Realistic Hierarchical (ultimate, intermediate,

immediate) Build on strengths and reduce need Focus on outcome or process §

Outcome Objectives

Specifies results or ends to be achieved Use words like: to reduce, to lower, to

improve Focus on client change needed to reduce

need Contain an “as measured by” statement Provide details for evaluationExample: To lower the number of high school students becoming

pregnant in Arlington from 25 per 1000 to 20 per 1000 by 12/1/02 as measured by health department records. §

Writing Outcome Objectives

Components of Obj Direction of change What will be changed Target of change Results to be achieved How measured Time frame

Objective To increase parenting knowledge in 30 teenage parents by 10% as measured by the Baby

Index by 12/1/03

Process objectives

Specifies how things will be done, e.g., the means or processes involved

Use words like: to provide, to serve, to assess, to train

Provide details for monitoring Can be immediate, intermediate or ultimateExample: To provide 2 hours of peer counseling to 525 high-risk

females high school students by Dec 03 as documented by AISD peer counselor records.Use objective practice worksheet in course pack §

Writing Process Objectives

Component of Obj

Action taken

Object of action taken

Recipient of action

How measured

When accomplished

Objective To provide 3 hours of parenting classes To 100 teenagers identified

as high risk As measured by school

records By 1/1/03 §

Levels of objectives

Ultimate outcome objective Intermediate outcome objective

Immediate outcome objective

Ultimate process objective Intermediate process objective

Immediate outcome objective Activities

See course pack: Writing goals and objectives

Examples of objectives

Issues Hard to understand total program from

objectives Objectives do not say who is responsible Hard to tell level in hierarchy Make sure objectives reflect program

description Good objectives makes the evaluation easy

Capital management

Facilities management M&O mangement (supplies) Typically not a big concern in the

human services Personnel bias, when agencies get

into buildings, they are on their way down §

Overview of Financial Management

Financial management Non-profit accounting Budgeting Financial reporting

Funding raising

Financial Mana Assumptions

Not a major contingency (people, task, structure, tech, goals)

A tool/resource to support mission (treat same as computer, office, people)

Diversity of funding sources is required One of the best managed resources

(compared to people, information)

Basic Terms Accounting = Standard tools and procedures to

handle money Budgeting = techniques/processes to track income,

expenditures & balances Budget period = That period which the budget covers,

fiscal year, calendar year Direct costs = requires new $s, e.g., salary & equip Indirect cost = overhead (electricity, bookkeeping) Match (hard $) vs. In-kind (soft e.g. volunteer hrs) Costing out, e.g., unit costs Cash flow and debt management Capital expenditures = money for equip & buildings

Non-profit Accounting--bookkeeping methods Cash method

credit, debit or encumber as $s exchanged Accrual method

record when transactions occur, accumulate debt and credit

Modified cash/accrual method record revenue on cash basis, expenditures on

an accrual basis

Non-profit Accounting -- bookkeeping Accounts

the categories/funds $s are charged or credited to

Chart of accounts standard list of accounting codes, usually based

on items in the budget Journals

list of entries recorded as they occur, e.g., accounts receivable, accounts payable, payroll

Ledgers list debit and credit column for each account

Budget type: line item

Definition = cost by itemPg 88 of CS& is a good example to use for grant

Advantages Easy to understandDisadvantages Focuses attention on input &

throughput vs. outcomes

Budget type: program

Def = costs out by each program

Advantages Relates resources to programs Focus on programs & output Helps planning and evaluation

Disadvantages Must cost out everything by program Time and complexity

Budget type: performance/functional

Def = cost out outcome objectivesAdvantages Easy to understand outcomes focuses on outputDisadvantages Requires cost per unit of service Requires calculating indirect costs

Budgeting Techniques

Cost Benefit analysis Translates outcomes into economic benefits

Cost effectiveness analysis Focuses on cost-efficiency

Break even analysis Focuses on when you stop loosing money

Zero-based = levels from 0+ Links planning, budgeting, and evaluation Challenges basic service assumptions Time consuming Focuses attention on costs vs. outcomes Destructive to staff morale: threatens jobs

Financial reporting (C&S p 88)

Statements (periodic summary) Income, expenditures, balance Changes in fund balance

Audits (using approved procedures) Annual reports

Implications for grant

Always budget total costs Always show donated column Budget justification is very important

Include all items Address potential issues

Be clear on budget period Hire accordingly, 10 months vs. year

Conclusions

Financial management should be Proactive vs. Reactive Planning vs. Control Outcome vs. Input

Use good software, NP accounting, fundraising

Use board & committees for expertise/ oversight

Information management overview

Information/technology as a basic resource

Information Systems/data warehouses Development Process Managing Information Systems Issues Guidelines for success Tasks for future §

Information Systems An information system is an collection of

people, procedures and equipment working together to collect, manipulate, retrieve, and report data. 

In today's world, almost all information system are computer-based and some are enhanced to operate over the Internet. 

A key issue in information systems is data security and protecting client privacy.

Information System Components

Data Collection Data Processing Data Reporting Data Security and Privacy

Information Management Terms Database vs. Database Mana System

Database=a collection of data (records in fiscal, client, services, and staff files) with minimal redundancy and easy manipulation and access.

DBMS=software to manage a database (MS-ACCESS)

Computer vs. Information System MIS=system of people, procedures, and

equipment for collecting, manipulating, retrieving, and communicating information

ASP, Internet, Intranets, extranets §

Information/technology as basic resource

Treat as any other basic resource, e.g., $s, people, etc. One of easiest resources to change & manage

As compared to people, task, goals, structure Management more difficult

If resource is shared across departments & outside agency

Information resource is easily sabotaged by workers

garbage in—garbage out Computers add power to information management, but errors can

be bigger and more disastrous Technology keeps changing requiring constant attention §

Examples

Policy & community (meetup) Management (networked IS) Direct practice support (YFT) Client self help (fearfighter)

8 Step Development Process

1. Assess Preparedness & Feasibility

2. Analyze Existing System

3. Conceptual Design4. Detailed Design & Development

5. System Testing & Agency Preparation

6. Convert from old to new system7. Evaluation

8. Operation, maintenance & modification

Guidelines for Success IT needs separate high level dept Planning with stakeholders is essential Centralize control, distribute power Avoid relying on small # technicians 10/40/50 rule and 80/20 rule Design for privacy/security/accessibility Use continuous improvement mechanisms Expect frustrating and time consuming (2-3

years for basic system §

Conclusion

Key to all types of management Planning Continuous quality improvement Treat people with dignity and respect Give authority with responsibility Empower rather than accumulate power

§